ARE 112 - Final

Feasibility study

. Feasibility Study: Some form of analysis as to the likelihood that a plan of action will achieve defined objectives. There are more expanded definitions but this will work for now

71. Leadership definition

. Leadership: a. A process b. inspiring others c. to work hard d. to accomplish a goal e. In other words: "You manage things, you lead people." f. And "The present moment is the domain of the manager. The future is the domain of the leader." Leadership - General Comments A. Short Note: This topic is important for you for a least two reasons: First, as a manager or as a consultant or as analyst you will be asked to assess the quality of leadership in an organization and you need an introduction to the topic. But more important, in the early part of your careers - in education, business, government, nonprofits - you want to be able to assess the qualities of leadership. They are very different from ownership. This will be for you and maybe for your friends important as you may find the workplace frustrating: "If you sleep with dogs, you get fleas." Ownership does not confer leadership: "Born on third and thinks they hit a triple." B. Some definitions: 1. Dictionary definition: leadership (noun) 1. The position or function of a leader. 2. the period during which a person occupies the position of leader: during her leadership very little was achieved. 3. a. the ability to lead. b. (as modifier): leadership qualities. 4. the leaders as a group of a party, union, etc.: the union leadership is now very reactionary. This dictionary definition of leadership focuses on the position (singular or collective), tenure and ability of leaders. As such, it misses key points about the purpose and hallmarks of effective leadership. So we want to get to the verb form - to lead. to guide to show the way to pilot to go in front to direct to command 2. Peter Drucker: "The only definition of a leader is someone who has followers." To gain followers requires influence but doesn't exclude the lack of integrity in achieving this. Indeed, it can be argued that several of the world's greatest leaders have lacked integrity and have adopted values that would not be shared by many people today. 3. John C Maxwell : "leadership is influence - nothing more, nothing less." This moves beyond the position defining the leader, to looking at the ability of the leader to influence others - both those who would consider themselves followers, and those outside that circle. 4. Warren Bennis : "Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential."

causes of conflict

. Role ambiguities and expectation gaps 2. Task interdependencies and need to rely on others to get the work done 3. Competing objectives and resource scarcities 4. Structural differences and incompatible approaches to work 5. Unresolved prior conflicts 6. And more recently from CFG - cross-functional groups 7. Move from the vertical organization to the horizontal organization

13. The Buy-Side

. The Buy-Side: This is where the organization acquires resources. It is a setting that is often characterized as predictable, professional, and consistent. Generally there are not a great number of elements on the buyside. We will discuss the buy-sided later in the class. "Buy Side" Patterns o Deal with suppliers o Procurement is the simplest business pattern; one buyer buys something from one seller o Direct vs Indirect Procurement Direct → that go into your products like direct materials and direct labor, generally low number of suppliers and high value transactions Indirect → that do not go into your product like overhead, generally high number of suppliers and low value transactions

35. Change strategies

1) Force-Coercion 2) Rational Persuasion 3) Shared Power

What organizations do

1. Acquire, marshal, and allocate resources (money and people) 2. Organize and harness the ingenuity people 3. Respond to commercial and social environments 4. Coordinate the challenges of producing and distributing goods and providing services, all on a global scale

46. Decision environment

1. Bounded rationality 2. Risk 3. Uncertainty 4. Information symmetry 5. Ambiguous information 6. Time constraints 7. Information costs 8. NOTE: can be causes of conflicts that we have already discussed

Control - generally in some form of planning such as budgeting or job design

1. Centralized 2. Decentralized

70. The four general theories of leadership.

1. Characteristic or trait theory: action and task oriented 2. Behavioral or psychological theory: need for power and accomplishments and low need for affiliation or friends 3. Situational and contingency theory: the times or conditions produce the leaders 4. Functional leadership theory: whatever is necessary to group needs is taken care of; thus, a leader can be said to have done their job well when they have contributed to group effectiveness and cohesion

45. Decision outcomes

1. Decision framework: a. Inputs b. Activities or processes c. Outputs d. Activities or processes 2. Outcomes i. Optimizing outcomes ii. Satisficing outcomes b. Somewhere between inputs and outputs, and between outputs and outcomes is an activity and it is the activity that gets managed

Information technology and the decision-making process - the MIS world - management information systems

1. Decision support systems - DSS 2. Group decision support system - GDS 3. Executive information system - EIS 4. Delphi technique - support by MIS applications but not a pure MIS application

Entrepreneurship

1. Developing a strategy: product or service 2. Implementing the strategy: getting the product or service to the customer or consumer 3. It does take leadership to be an entrepreneur but other traits as well 4. Some are "life-style" oriented (most) 5 Others are "scaleable" -applebees franchize

decision making

A. General comment: 1. "The process 2. by which managers 3. respond to opportunities and threats (from the SWOT world) 4. by analyzing options 5. and making determinations 6. about specific organizational goals 7. and courses of action." B. Many decision relate to one of the following: 1. Resource acquisition (or disposal) 2. Resource allocation or withholding resources 3. Resources utilization

39. The four-p's

Remember Diagram Product Price Promotion Placement Target markets

42. Porter's Five Forces Model

Remember Diagram Suppliers Customers or buyers Substitutes Potential entrants Industry members

41. Balanced Scorecard

Remember the Diagram Financial Customer Internal Business Processes Learning and Growth Metrics Initiatives

culture

Culture - again, we will discuss this at length - are the core values, norms, and beliefs that guide and direct they ways people in the organization interact with themselves, their customers, their suppliers, and other stakeholders. Remember the part of the IBM book we discussed in class: Page 182 second full paragraph: "I came to see, in my time at IBM, culture isn't just one aspect of the game - it is the game."

. Restructuring:

Reorganizing the legal, ownership, operational, or other structures of a organization for optimizing reasons: profits, bankruptcy, mergers, spinoffs, government regulations, financing, rebranding. Examples: ATT breakup, Phillip Morris → Kraft Foods and tobacco products, even the "Race to the Top" educational initiative can be seen as restructuring. Tends to be a zero-sum game: "Running away, not running to"

strategy

Strategy - to be covered later in the class in more detail - is the chosen direction of the firm: "What is our business and how do we compete?"

15. Structure

Structure refers to the formal and informal system of tasks and reporting relationships that control and coordinate employees so they can cooperate to achieve organizational goals. Examples are organizational charts, specializations, and rights to make decisions.

43. Structured or programmed decisions

Structured/ programmed decisions --simple set of rules we follow

administration

Henri Fayol - Administration of the firm so leads to the "A" in the MBA and is more recently to "management" i. Planning ii. Organizing iii. Command iv. Coordination v. Control vi. Unity of command - no one has more than one boss

36. Business process reengineering (BPR):

Ing's change business process. Generic term about what we are going to do. Not a transformational process but an operational process of identifying the "business processes" from a clean slate and determining how the processes can be made more efficient and effective. Usually focused on the supply chain and enabling information technology. a. Examples: Enterprise resource planning (ERP) and customer relationship management (CRM). b. Assumes the processes are the limiting factor and not the markets or the products/services c. Has a focus on the status quo and not open to "change" - only reengineering current processes d. Not holistic in looking at process-to-process interaction - just the individual process Example of ERP system and Example of CRM system in Class notes 6 page 2

16. Systems

Systems are the processes and policies that complement the structures such as human resources policies, budgeting, and how we communicate.

17. Tasks

Tasks (often referred to as critical tasks) are the jobs and role requirements that make the systems work within the organizational structure.

72. What are The characteristics of "Integrity Line"

The "Integrity Line" - how are people inspired Honest Consistent Humble Selfless Where leaders should be --------------------------- Where leaders don't want to be Dishonest Inconsistent Conceited Selfish

component business model

The "component" business model in which business functions are specialized and modularized Core competencies -- functions or capabilities that are most efficient, optimized, or that provide the most competitive advantage Outsourcing -- having external service providers perform some activity formerly carried out by a functional organization -- is facilitated by componentization

3. Downsizing, rightsizing, Smartsizing - the "ing's":

The "conscious use of permanent personnel, structural, or strategy changes in an attempt to improve efficiency and/or effectiveness": a. Includes layoffs but needs to be coupled with some organizational change usually in reducing the number of products or markets b. Terminations, attrition, and elimination of positions. c. Reorganizing lines of authority or business structures. d. Generally applies

14. The Sell-Side

The Sell-Side: This is where the organization meets its customers and is often characterized as a chaotic setting where information is incomplete and uncertain and there a large number of elements (many customers with varying preferences). Sell Side" Patterns o Order Management and Fulfillment - offering product catalogs, taking orders, filling them as promised o Channel Management - working with distributors, retailers, other partners o Customer Relationship Management - marketing, sales, customer service, field support

1. Planning and budgeting versus setting direction.

The aim of management is predictability—orderly results. Leadership's function's to produce change. Setting the direction of that change, therefore, is essential work. There's nothing mystical about this work, but it is more inductive than planning and budgeting. It involves the search for patterns and relationships. And it doesn't produce detailed plans; instead, direction-setting results in visions and the overarching strategies for realizing them. Example: Inmature industries, increased competition usually dampens growth. But at American Express, Lou Gerstner bucked this trend, successfully crafting a vision of a dynamic enterprise.The new direction he set wasn't a mere attention-grabbing scheme—it was the result of asking fundamental questions about market and competitive forces.

The industrial revolution:

a. Mechanization of work processes that took place mainly in the 1800's particularly the steam engine and the production of steel b. Items with a homogeneous appearance could easily be made in large numbers c. Improvements in agriculture provided better diets so a better labor force d. Feudal boundaries replaced by "political boundaries" allowed for more stable markets and financial and distribution services

a. Transaction processing systems

Transaction processing systems - traditional accounting and finance applications like payroll and sales recording. The transactions (the data) "roll-up" to information (reports).

44. Unstructured or unprogrammed decisions

Unstructured/unprogrammed decisions --extracurriculars/essay, not put into a computer to decide. DONT automate!

a. Force-Coercion

Use of formal authority to create change Power Bases: Legitimate, Reward, Coercive Managerial Behavior: Direct forcing, Political maneuvering Likely Results: Faster but may only be temporary

60. Utilitarian rule:

Utilitarian: greatest good for the greatest number of people

3. Controlling activities and solving problems versus motivating and inspiring.

Management strives to make it easy for people to complete routine jobs day after day. But since high energy is essential to overcoming the barriers to change, leaders attempt to touch people at their deepest levels—by stirring in them a sense of belonging, idealism, and self-esteem. Example:At Procter & Gamble's paper products division, Richard Nicolosi underscored the message that "each of us is a leader" by pushing responsibility down to newly formed teams. An entrepreneurial attitude took root, and profits rebounded.

2. Organizing and staffing versus aligning people.

Managers look for the right fit between people and jobs. This is essentially a design problem: setting up systems to ensure that plans are implemented precisely and efficiently. Leaders, however, look for the right fit between people and the vision. This is more of a communication problem. It involves getting a large number of people, inside and outside the company, first to believe in an alternative future—and then to take initiative based on that shared vision.

Bureaucracy

Max Weber - Bureaucracy with logic, order, and legitimate authority, not an organization based on social standing i. Division of labor ii. Hierarchy of authority iii. Formal rules iv. Impersonality v. Promotion on merit

change methods

Method of change management: Phases 1) Unfreezing - prepare for change 2) Changes 3) Refreezing - change is stabilize Method of change management: Crossover cross over the line, fast lane to the slow lane. dont straddle. PC-Apple, no training (ex. paper class schedule --> Class Search Tool. )

66. Mission

Mission: What we do - this is a focus on the strategic business units -SBU's and is an internal view. This is the mission statement for IBM Global Financing: "The mission of Global Financing is to facilitate clients' acquisition of IBM hardware, software and services."

18. People

People are - and this may seem impersonal but it is not as we will see later - often defined by the skills, knowledge, and abilities ~ the "SKA's" that we will discuss later in the class ~ that are needed to achieve organizational goals.

b. Rational Persuasion

Creating change thru rational and empirical arguments Power Bases: Expertise Managerial Behavior: Informational efforts Likely Results: Highly variable depending on acceptance of change

c. Functional

something can be achieved to help task performance - generally has a focus on "how" and "when" the outcome will be achieved and not on the outcome itself.

a. Executives:

strategic planning - executives: markets, products, suppliers, customers, capital expenditures,

9. Anthony's management hierarchy and the four layers

strategic planning - executives: markets, products, suppliers, customers, capital expenditures, management control - labor levels, buffers stocks, line balancing, traning systems operational control - supervisors: scheduling work, crew assignments, maintenance schedule, production rates organizational members - workers: doing actual work

25. Micro problems

urgent

27. Value

values are more enduring (how u rank your beliefs) beliefs that we want to be true and if in fact they may be true that drive subsequent behavior Values are more difficult to change and that is a good thing for organizations - organizations want shared values and that can be sustained over time 5. Values in this context are not political or emotional or religious values but rather organizational values

Principles of war

errr... not completely sure! similar to art of war stuff.

28. Facts

facts: something that we know is true, can disprove

40. Boston Consulting Group Growth-Share Matrix - for cash generation

for cash generation (remember diagram) Cash cows Stars Question marks Dogs Market share Market growth

b. Managers:

management control - labor levels, buffers stocks, line balancing, traning systems

c. Supervisors:

operational control - supervisors: scheduling work, crew assignments, maintenance schedule, production rates

d. Workers:

organizational members - workers: doing actual work

a. Substantive

outcomes

Patterns in the middle

Patterns "in the Middle" o Design and Engineering - figuring out how to make their stuff, increasingly by collaborating with people who make the materials and components o Manufacturing - actually making the stuff, increasingly by collaborating with people who are "downstream" toward the customer ("channel assembly") o Human Resources, Finance, MIS - assembling and taking care of the people who do everything else o Information Systems - designing, deploying, supporting computing and communications infrastructure

22. Targets of the transformational changes

(what needs to be affected if the transformational change is to occur) a. Tasks b. People c. Culture d. Technology e. Structures

Duke's children's hospital

*communicate, chart your path, never stop. teams! balanced scorecard!

65. Reputation

- how others see managers and organizations as a result of their ethical behavior - reputation leads to trust.

d. Dysfunctional

- hurts task performance - generally has to do with the inability of the parties to resolve the conflict such as not listening to each other.

57. Stakeholders

- those who have a claim on the success and failure of an organization 1. Stockholders 2. Managers 3. Employees 4. Suppliers 5. Distributors 6. Customers 7. Community 8. The "reach" of the organization --Who has a stake is called reach of an org

64. Trust

- willingness of a person or a group to have confidence in the goodwill and competency of another person or organization even though this willingness puts them at risk

Lessons from Deloitte's women's initiative

1. Make sure senior management is front and center: to overcome the resistance of partners, the CEO actively led the Women's initiative. He put his own reputation on the line 2. Make an airtight business case for cultural change: Emotional appeals weren't going to be enough. We had to document the business imperative for change before we could justify the investment and effort that the initiative would require 3. Let the world watch you: We appointed an external advisory council and told the press about our plans. They wouldn't let the initiative be another "program of the year" that led nowhere" 4. Begin with dialogue as the platform for change: We required everyone to attend intensive workshops to reveal and examine gender-based assumptions in mentoring and client assignments 5. Use a flexible system of accountability: We first required local offices to measure their efforts with women professionals. Next, we worked with the office heads to select their focus areas for change under the initiative 6. Promote work-life balance for men and women. Policies for flexible work arrangements and lighter travel schedules not only eased the strain on busy professional but also helped open our corporate culture. 3-4-5 method.

6. MECE

1. Mutually exclusive: Is each issue a separate and distinct issue? 2. Collectively exhaustive: Does every aspect of the problem come under one, and only one, of the issues 3. One reason this is done is to guard against making and early selection of solutions before all the facts are known - similar to the fundamental attribution error which will be discussed later

59. The type of ethics:

1. Societal - how members of a society should interact 2. Occupational - standards of behavior for a profession or trade 3. Organizational - guiding practices for a company's managers to view their responsibility to stakeholders 4. Individual - personal standards and values on how one should interact with others

Decision making

1. Vertical 2. Horizontal 3. Product

68. Creativity

1. generate new and original ideas - the "R" in research and development 2. that are actionable - the "D" in research and development B. Areas or the focus of creativity: 1. Productivity - generally called "process R&D" 2. New products 3. New structures C. Creativity needs: Expertise, motivation, and creative thinking skills and abilities

61. Moral rights rule:

2. Moral rights rule: protects the fundamental rights and privileges

62. Justice rule

3. Justice rule: a fair and equable distribution of benefits and harms

63. Practical rule:

4. Practical rule: a "business model" that says you should only make decisions that you are willing to disclose to the public

58. Principal and agent theory

9. Principal and agent theory --principal is investors, and agents are managers. The contract between them will strengthen ethical behavior.

Matrix management

An organizational management structure in which people with similar skills are pooled for work assignments. For example, all economists may be in one analysis department and report to an chief economist, but these same economist may be assigned to different projects and report to a project manager while working on that project. Therefore, each economist may have to work under several managers to get their job done:One for function and one for the project.

20. Internal fit:

Another result of this architecture is called the internal fit: how well the components of the organization. There are three questions or points to be considered when we look at the internal fit and organizational behavior: 1. Do the components of the organization - in our diagram above including the arrows that represent the interfaces of the components - allow for effective implementation of the strategy? 2. Do the components of the organization allow for effective and efficient use of organizational resources to achieve the strategic goals? 3. Are the components of the organizational model consistent with the organizational culture? In organizational behavior speak this is often stated as: "Is there a consistent message?" Remember the quote from the IBM book (we read this book after the first exam): "...culture isn't just one aspect of the game it is the game." (page 182).

4. Suboptimization:

Attempting to optimize a unit of a larger system that results in a suboptimal result for the entire organization.

26. Beliefs

Belief: built on experience/ what you know values are more enduring (how u rank your beliefs) Beliefs about the organization generally come from facts and observed experiences so we can change beliefs by such facts and experiences - be sure you can articulate this from

34. Power types

Coercive power → the power to punish Legitimate power → the power granted by some authority Expert power → the power of have some specific skill or knowledge not found in others Referent power → the power from admiration or respect Reward power → the power from being able to provide a reward to others

69. Innovation

D. Innovation: applying new ideas to the organization 1. Invent - the application of the new idea from the "creative process" for the organization 2. Develop - makes the new idea practical 3. Diffuse - puts the idea into the hands of the end user 4. Integrate - makes the new idea permanent in the organization 5. Monitor - tracking of the innovation to validate its continued use E. Why we use the terms: R & D - research and development 1. We want to "link the idea to the deed" this is an old saying 2. Deed means accomplishment or result F. A common distinction between innovation and creativity: "Innovation is doing things better while creativity is doing better things" G. One way we "test" for develop

51. Dashboards

Dashboard: display electronically/terminal...the important parts of the company see image on notes 8

The steps in the analysis process that can be applied to organizational consulting or design:

Descriptive - this is the MECE step 2. Diagnostic - this steps determines what the facts in the descriptive step do and do not relate to organizational goals 3. Prescriptive - this step looks to change either the facts - add new components or delete components of the organization - and or change the organizational goals to be aligned with reality - the facts.

c. Shared Power

Developing support thru personal values, beliefs, and commitments Power bases: Referent Managerial Behavior: Participative efforts Likely Results: Slower, but able to internalize the changes

c. ERP

Enterprise resource planning (ERP) ERP - enterprise resource planning systems - links transaction-processing systems with operational information systems into one integrated system that include (generally) at least these two characteristics:

29. Norms

For example, speed limits - as norms - are clearly based on a value of public safety. The norm requiring a certain number of years of schooling is justified (in part) on the basis of the value that education is good, and on the belief that the more years you stay in school the more educated you will become. Thus, values justify norms, and beliefs justify values, and facts justify beliefs. Moving in the other direction, however, values can be seen to specify what ought to be important if the belief in question is true, and given that value, the norm specifies appropriate action we need to be sure that our facts are true and that the facts support out beliefs.

scientific management

Frederick Taylor - Taylorism i. Design jobs with standards leading to efficiency ii. Select workers to fit the job design iii. Train works to follow the design iv. Support workers by planning their work

19. External fit

One of the results of this architecture is to have a type of "fit" of the organization structures to get close to optimizing the strategic goals or objectives of the organization. This is call the external fit and is not a topic of organizational behavior. It is more of a topic for organizational strategist and marketing. The external fit addresses the question of how well the organizational responds to its environment - the buy-side and the sell-side.

b. Operational information systems

Operational information systems - applications that move along the supply chain: inventory control, order-processing, procurement, human-relations management

1. Optimizing and satisficing

Organizations exist to achieve a goal or a set of goals. 1. This achievement can be to optimize the goal 2. This achievement can be to satisfice a goal

b. Process:

Process: a. defined output or product b. focus on efficiency

a. Projects:

Projects: a. defined end point b. focus on effectiveness

Getting to yes!

Rules a. Separate the people from the problem b. Focus on the interest not the positions c. Generate alternatives before deciding what to do d. Results are based on some objective standards

SWOT analysis

SWOT Analysis: Strengths, Weakness, Opportunities and Threats

37. Supply chain - Physical and Conceptual Models

See Diagram OPPOSITE OF DEMAND CHAIN: Demand chain: make things we can sell, not sell things we can make. The business process is customer driven. Opposite of the supply chain Monopolies and oligopolies look at it this way.

38. Value chain

See Diagram this is more of an architectural view of the process Line functions Functions and activities directly involved in producing and marketing the organization's goods or services. Staff functions functions that are indirectly involved in the company's value chain, supports activities of line functions (ex: accounting, finance, and information systems)

WHAT MAKES A LEADER: El/Five components of emotional intelligence at work

Self-Awareness:the ability to recognize and understand your moods, emotions, and drives, as well as their effect on others (self-confidence, realistic self-assessment, self-deprecating sense of humor) Self-Regulation: the ability to control or redirect disruptive impulses and moods(trustworthiness and integrity, comfort with ambiguity, openness to change) Motivation: the propensity to suspend judgment - to think before acting( strong drive to achieve, optimism, even in the face of failure, organizational commitment) Empathy: a passion to work for reasons that go beyond money or status( expertise in building and retaining talent, cross-cultural sensitivity, service to clients and customers) Social Skill: a propensity to pursue goals with energy and persistence the ability to understand the emotional makeup of other people skill in treating people according to their emotional reactions proficiency in managing relationships and building networks an ability to find common ground and build rapport( effectiveness in leading change, persuasiveness, expertise in building and leading teams)

12. Management Sciences Approach

The application of quantitative tools and applied mathematics to management issues. This is a current trends but not quite approaches yet for everyone as are the classical and behavioral approaches. i. The learning organization: ability to learn from experiences and then make changes with some quantitative estimates of the future results ii. Contingency thinking: ability to respond to changes in the supply and demand functions. iii. Systems approach: ability to see the organization as an interrelated group of subsystems and coordinate their activities with some models such as a probability model of work being done in one area and moving to the next area iv. Total quality management: ability to estimate acceptable error rates v. The difference between the management science approach and the behavioral approach is the reliance on "technology" as a factor of production separate from labor and capital.

Domain Analysis or the Sociotechnical Systems Approach (STS) - an example of the systems approach:

The cornerstone of the sociotechnical approach, as the work of these researchers became named, was: 1. That the fit was achieved by a design process aiming at the joint optimization of the subsystems. 2. Any organizational systems will maximize performance only if the interdependency of these subsystems is explicitly recognized. 3. Hence any design or redesign must seek out the impact each subsystem has on the other and design must aim to achieve superior results by ensuring that all the subsystems are working in harmony. 4. In a sense, this is the application of the theory of constraints to the organizational architecture The structural subsystem. The technical subsystem. The psychosocial subsystem (culture). The goals and values subsystem. The managerial subsystem. The environmental system, not subsystem.

Theory of Constraints (TOC)

Theory of Constraints (TOC) is an overall management philosophy that aims to continually achieve more of the goal of a system. If that system is a for-profit business, then the goal is to make more money, both now and in future. In a broader perspective, the goal is to create value so there is application to not-for-profit organizations as well. For The Goal, this is what Jonah is talking about. 2.TOC consists of two primary collections of work: a. "The Five Focusing Steps" and their application to operations b. "The Thinking Processes" and their application to project management and human behavior. 3. According to TOC, every organization has one key constraint which limits the system's performance relative to its goal. These constraints can be broadly classified as either: a. an internal constraint or b. a market (external to the organization) constraint c. you will see this as you read The Goal 4. In order to manage the performance of the system - the firm -, the constraint must be identified and managed correctly (according to the Five Focusing Steps below).

MINTZBERG GENERAL NOTES

Values guide the process. experience to knowledge. experience to competencies. knowledge to models (lou had sen people in past be successful and used them as models along the way so he could develop his own models of managment) (These three characteristics are the same as out SKA's skills, knowledge and abilities from class all lead to style. (So lou ends up comfortable in his own skin on what to do. He is his style and not just a set of rules. THREE COMPONENTS 1. The person 2. The job 3. Then, you got the managerial output. (This is one of the ways lou led IBM)

67. Vision

Vision: How we see ourselves and how we want our stakeholders to see us - this has a focus on the marketplace and is generally organizational-wide in its scope "IBM's vision is to be the world's most successful and important information technology company. i. Successful - in helping our customers apply technology to solve their problems. And successful in introducing this extraordinary technology to new customers. ii. Important - because we will continue to be the basic resource of much what is invented in this industry."

Teams

Why have teams? a. Scientific management b. Behavior school 3. Types - examples only, there are more types a. Formal and informal b. Temporary and permanent c. Cross-functional d. Virtual team e. Self-managed work team f. Hierarchical team 4. Team tasks a. Planning and scheduling work b. Assigning tasks c. Training d. Performance evaluation e. Quality control 5. Team characteristics a. Trust b. Feedback processes c. Channels of communications d. Approaches to decision making e. Acceptance of goals f. Shared values and beliefs

Art of War

a. 40 - 43 #1: "Laying plans" -5 constant factors: moral law, heaven, earth, commander, method and discipline -7 searching questions -tactics must be guided by action of the enemy -all warfare is based on deception, so when able to attack, we must SEEM unable -no rest, separate united forces, attack when unprepared (many calculation lead to victory) b. 48 - 51 #3: "Attack by stratagem" -take company whole and intact -supreme excellence is breaking enemy's resistance without fighting. -rule: don't besiege walled cities if avoidable. -patience is a virtue, subdue without fighting -the general's strengths are those of the state and vv 1) hobbling the army (commands they cant follow) 2) restlessness (govern same as a country) 3) shakes confidence ( employing officers without discrimination 5 essentials for victory (i.e. pick your battles wisely and know yourself and the enemy well) c. 64 - 68: #7: "Maneuvering an army"

73. The styles of leadership

a. Autocratic: command and control b. Human relations: people over tasks c. Laissez-faire d. Democratic style: people and tasks together

33. Why change occurs:

a. Dissatisfaction with the present situation b. External pressures toward change c. Momentum toward change

21. Driving forces for transformational change:

a. Globalization b. Rapid change in technology c. Changes on consumer demands d. Changes in supply of raw materials e. Shifts in asymmetric or symmetric information f. Competition

50. Types of work:

a. Projects: b. Process:

52. SKA's - what are they

a. Skills b. Knowledge c. Abilities

55. Types of Information Systems:

a. Transaction processing systems b. operational information systems c. ERP

31. Conflict Resolution

avoidance, accommodation, authoritative command, compromise, consensus or collaborative problem solving Mechanisms for conflict resolution but not the resolution itself: negotiations, mediation, arbitration a. Negotiations no third party. just work together b. Mediation third party, but not binding. Can just walk away c. Arbitration

8. Classical management

careful selection and training of worker such as motion studies standardization, specialization (of tasks and functions), goal alignment, hierarchy, planning and control, extrinsic rewards A principal factor for the development of the classical school of management was the industrial revolution in the late 1800's that needed an efficient manufacturing process with a trained labor force.

49. Lines of authority

how work gets "managed" but not necessarily "done" 1. When looking at a system we want to identify the participants and determine what stake they have in the project or the system or the process. Often times we will find overlap in these areas of interest. A few terms and ideas related to who manages the work: a. Delegation b. Abdication c. Span of control: The number of subordinates or "reports" - usually between 1 and 10 d. Authority - Directing the work e. Responsibility - Performing the work f. Stakeholder - has an interest in the work but varying degrees of authority and responsibility g. Owner or ownership - has the primary authority and responsibility for the work

53. Disparate or Adverse Treatment

i. Disparate or Adverse Treatment -- explicitly only allowing IV league students to apply to a job

10. Abraham Maslow and his theory of human needs

i. Physiological needs: food, water, physical well being ii. Safety needs: shelter, protection, stability iii. Social needs: love, affection, belongingness iv. Esteem needs: respect, prestige, mastery v. Self-actualization needs: selffulfillment, growth vi. So people have deficits in these needs and they work to satisfy these needs in the hierarchy from physiological needs up to self-actualization needs.

23. Incremental change

i. Solving performance gaps ii. Reactive changes iii.An "alignment issue" to nudge the organization to operate better iv.This is the continuous improvement model

11. Theory X and Theory Y

i. X: assumes people do not like to work and want to be led ii. Y: assumes people are willing to work and can be creative iii. If a manager holds to one or the other approaches - X or Y - then a self-fulfilling prophecy can occur: people will do what the boss wants them to do

54. Disparate or Adverse Impact

ii. Disparate or Adverse Impact --implicitly only allowing IV league students to apply to a job

24. Macro problems

important

30. Domain Analysis or the Sociotechnical Systems Approach (STS)

structural, technical, psychological, goals and values, and managerial a. structural, This includes the formal design, policies, and procedures, and so on of the organization or the system. It is usually set forth by the organization chart and includes division of work and patterns of authority. b. technical, This includes the primary functions, activities, and operations, including the techniques, equipment, and so on, used to produce the output of the system including the administrative output of the system or organization such as payroll and reports. c. psychosocial, (culture) This includes the network of social relationships and behavioral patterns of members, such as norms, roles, and communications. This system includes both formal and informal processes. d. goals and values, This includes the basic mission and vision of the organization. Such goals might include profits, growth, or survival and are often taken from the larger environment in which the organization or system operates e. and managerial This subsystem spans the entire organization by directing, organizing, and coordinating all activities toward the basic mission. The managerial function is important in integrating the activities of the other subsystems

32. Types of conflicts

substantive, emotional/relationship, functional, dysfunctional

b. Emotional or relationship

the way people work together