Comm 210 Theories

Griener Claim

An organizations growth is characterized as a series of developmental phases, phases of evolution and revolution

core values

Are a system of guiding principles of what is important, companies should never change their core values in response to market changes, it should change the market

Internal (business) Perspective

Ask employees for opinions and feedback to see what the company needs to improve on. Managers need to focus on critical internal operations ( mission-oriented and support process)

BHAG

Big (motivating) Harry (risky, unpredictable) Audacious (daring, bold) Goal, this is a goal the company sets for itself with the hopes of achieving over the 10-30 years

Unrelated Diversification

Chandler does not support unrelated diversification because that involves getting into a business that managers of the company do not have knowledge about. This is not their expertise.

Right of the Spectrum: Subordinate Centered Leadership

Collective decision making

Greiner (similar to Handy):

Each stage would be a new curve. This is very similar to Handy, however, must remember that Handy says to start thinking about change, and start changing before it's too late

Myths about Motivation - Spiraling Wages

Employees expect the next pay increase and not get wage cut

Kaplan & Norton Claim:

Financials are not a proper indication of how a company is operating, managers want to see a balance between finances and business operations

Customer Perspective

Focusing on the feedback from customers. How a company is performing from a customers point of view, this is a huge focus for managers. Develop metrics for customer satifaction

Vivd Description

Get people passionate and motivated to achieve goals, inspire people by describing what the company environment be like when they achieve their BHAG

horizontal job loading

Getting different jobs but very similar. Dull jobs. Example: Going from filling spice bottles to putting labels on the spice bottles.

vertical job loading

Gives people the opportunity to decision making jobs. Gives upper level jobs, gives some responsibility

Innovation and Learning

Global competition requires that companies make continual improvements to products and processes. This relates to Chandlers concept of "research and development" a company must invest in order to make improvements

Collins & Porras (similar to Handy):

Have to keep core values and core purpose along with change. Envisioned future: get people excited about the goals! They also say that you must avoid the we have arrived syndrome, meaning keep thinking about the future, never stop.

Hertzberg Claim

Hertzberg's two factor theory analyzes how certain factors in the workplace can cause motivation through job satisfaction, while other factors demotivation through job dissatisfaction.

Financial Perspective

How can we ensure profitability for our share holders?Typical financial goals have to do with profitability, growth, and shareholder value. Important to create value

Research and Development

Innovations to improve quality or products

Middle of the Spectrum

Manager presents tentative decision subject to change, consults with subordinates

Decisional Roles - Negotiator

Manager responsible for making deals and negotiating contracts, strikes etc

YING & YANG

On the one side a company must stay true to its core values, ideologies and purpose. On the other side a company must stimulate progress through BHAG and an envisioned future

Left Side Spectrum : Boss Centered Leadership

One sided decision made by the manager

Coercive Power

Power through negative reinforcement (someone who has the power to punish you) - Hertzberg (negative KITA)

Reward Power

Power through the ability to mediate rewards (someone who gives you promotions or rewards) - Hertzberg (positive KITA)

vision

Provides guidance on what future goals to work toward

Referent Power

Referring to a group or person and wanting to be like them. You hold certain attributes or qualities they want, this gives you power over the other person. - based on attracting and building loyalty

Legitimate Power

Someone of a particular status that has status over people (police man) - Mintzberg refers to this

Expert Power

Someone who has a lot of knowledge about a particular subject, they have power over you because they know more than you. Ex: doctor - based on knowledge perception

Tannenbaum and Schmidt Claim

Successful managers cannot be characterized as democratic or autocratic but rather assessing behaviours and situations and acting accordingly

What does the balanced score card do

The balanced score cards gives top level managers an overview of how the business is performing

Handy Claim

The sigmoid curve represents the life cycle of products and of business organizations, Handy advises managers to be prepared for the decline while also beginning the development of their second curve.

French and Raven Claim:

There are many different forms of social powers that can influence individuals within the work place

Mintzberg Claim

There are many untrue myths about managers and their jobs, Mintzberg identifies and defines the key characteristics and job responsibilities managers have within an organization

EX: Coca Cola - wanted to start their second curve:

Wanted to break into the breakfast market: so they bought minute maid orange juice, they partnered with McDonalds and OJ accompanies the breakfast trios.

value

What makes you

Collins and Porras Claim

a successful business will stay true to their core purpose and values, while adapting their business strategies and practices to the outside world

Motivational Factors Lead to Job Satisfaction

achievement, recognition, work itself, responsibility, advancement or growth

The shaded region on the curve

an area of conflict (for example if there is problems with a product, management from first curve will demand the allocation of resources to be put toward the first curve)

You do not know when you are going to peak therefor

assume you are always going to peak

Diversificaton

companies buying a variety of other businesses that managers have knowledge in

purpose

companies reason for being, what its goal is

Hygiene Factors Lead to Job Dissatisfaction

company policy and administration, supervision, salary, status, work conditions, personal life

Revolution 2

crisis of autonomy conflict between lower level and top level managers, very boss centered hierarchy

Revolution 3

crisis of control upper management losing control of company become frustrated

Revolution 1

crisis of leadership when the company grows you need a manager who is able to guide and solve problems that may arise

Revolution 4

crisis of red tape conflict between managers, too much bureaucracy for company to function under the use of a formal system

Revolution 5

crisis? employees may be too old for innovation

Economies of Scale

doing things on a greater scale so its cheaper ex: buying in bulk or increasing production

Globalization (geographic expansion)

expand as much as possible in oder to make larger profit

Myths about Motivation - Human Relation Training

fails to motivate, leads to higher expectations

First Movers

first to hire, to grow, to arrive at a new product. This gives the company competitive advantage, once competitive advantage is lost its hard to get it back

Evolution 5

growth through collaboration interpersonal collaboration, team work

Evolution 4

growth through coordination implementation of a formal system within the company

Evolution 1

growth through creativity creating the product and the market

Evolution 3

growth through delegation decentralized hierarchy, authority spread to other managers

Evolution 2

growth through direction manager gives direct leadership

Interpersonal Roles - Figure Head

head of an organization, these managers must perform certain duties (taking clients out to lunch, parties etc)

Left 1: Manager makes a decision and announces it

identifies problem and makes decisions for possible solutions, subordinates have no opportunity to aid in process

Left 2:Manager sells his decision

identifies the problem, explains decision hoping to persuade the subordinates

Value

if it adds value to the business or not

Imitability

if it is easy to copy or not

Rareness

if you have a product or skill that is rare

Barney Claim

in order to gain competitive advantage a firm must apply a VRIO framework in order to ensure that their product or service is the only one like it on the market

Negative Psychological KITA

invisible cruelty, internal bleeding (do not lead to motivation but movement)

Folklore

is a myth about the manager (reflective, systematic planners)

Point A (first curve peak)

is where the organization has maximum energy and resources

Negative Physical KITA

literal application of this term (to kick someone to get them to do something)

Decisional Roles - Resource Allocator

manager responsible for delegating tasks and responsibilities

Informational Roles - Monitor

manager scans the environment for information and new ideas

Decisional Roles - Disturbance Handler

manager that responds to pressure, handling problems internally and externally (bankruptcy, strikes)

Decisional Roles - Entrepreneur

manager who believes in innovation, who initiates changes and wants new ideas

Interpersonal Roles - Liaison

manager who makes contact outside of the organization (give their team external information they normally would not have access too)

Informational Roles - Spokesperson

manager who sends information to people outside of their unit and informs people who control the organization (send info outside organization and to the boss)

Interpersonal Roles - Leader

managers are responsible for the work of the people in their unit (motivating and training his employees)

Separation of top and middle managers (in the case of unrelated diversification)

managers try to gain a competitive advantage by investing an industry they have no knowledge in (this ignores managerial enterprise)

Myths about Motivation - Reduce Time spent at work

motivated employees do not want more time off work

Forces in the Subordinate

need for independence, readiness to assume responsibility, tolerance for ambiguity, understanding for organizations goal

core ideology

provides guidance and inspiration, what the company stands for, what they believe in and who they are

Right 1: Manger defines the limits

requests the group to make decisions, group including the manager makes decision all together

in order to develop the second curve you need:

resources (money and people)

Positive KITA

rewards, incentives, promotions are given out

Informational Roles - Disseminator

the manager who passes information directly to subordinates, who normally would not have access to it

Myths about Motivation - Fringe Benefits

these have become a right and not a reward

Point B (second curve)

this is hard to regain energy and resources to start a new curve (not the same managers who started the first curve)

Forces in the Situation

type of organization, group effectiveness, the problem itself, pressure of time

Organization

use of resources efficiently (leads to sustainable competitive advantage)

Forces in the Manager

value system, confidence in subordinates, leadership inclination, feelings of security in uncertain situations

Fact

what they actually do as a manager (action oriented, dislike reflective activities)

Core Purpose

The companies reason for being, these are the ideals that influence the work of the company

Chandler's Claim

companies are able to grow and become a global success if they profit from economies of scale and scope and if they make constant attempts to diversify their business

Right 2: Manager permits

the group to make decision within the prescribed limits

For organizations to have constant growth they need

to anticipate the decline of their first curve (first product) and begin the preparation for their second curve (second product)

Update Manager

to keep the company and business ventures current and fresh it is important let other people manage the business, if the old manager has been in power for a long time.

KITA leads

to movement, not motivation (movement is fear of punishment, motivation is rewards from challenging work

Job enlargement

(like horizontal job loading). Getting a larger job but it is still dull and boring.

job enrichment

(like vertical job loading). Must make jobs BETTER, not just bigger.