Additional Resources

CK Prahalad

"The Fortune at the Bottom of the Pyramid: Compete & Make Money while Eradicating Poverty" - Helping the world's poor elevate themselves above this desperation line is a business opportunity to do well and do good. To do so effectively, two interventions are crucial — providing access to credit, and increasing the earning potential of the poor. A few farsighted companies have already begun to blaze this trail with startlingly positive results.

Personal Mastery

'Organizations learn only through individuals who learn. Individual learning does not guarantee organizational learning. But without it no organizational learning occurs'

Team Learning

'the process of aligning and developing the capacities of a team to create the results its members truly desire' - dialogue

Porter's 5 Forces

*Rivalry among competitors; *Threat of new entrants; *Threat of substitute products; *Bargaining power of buyers; *Bargaining power of suppliers;

Peter Senge organizational learning theory

...organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. 5 Disciplines: Systems Thinking Personal Mastery Mental Models Shared Vision Team Learning *Approached at one of 3 levels: Practices: what you do. Principles: guiding ideas and insights. Essences: the state of being those with high levels of mastery in the discipline

Dave Ulrich's HR Scorecard

7-step model that outlines an approach for HR practitioners who wish to become business partners in their organization. Clearly Define the Business Strategy Build a business care for HR as a strategic asset - ROI Create a strategy map Identify HR deliverables within the strategy map Align HR architecture with HR deliverables Design the strategic measurement system Implement management by measurement

Masculinity vs. Femininity

A high score (Masculine) on this dimension indicates that the society will be driven by competition, achievement and success, with success being defined by the "winner" or "best-in-the-field". This value system starts in childhood and continues throughout one's life - both in work and leisure pursuits. A low score (Feminine) on the dimension means that the dominant values in society are caring for others and quality of life. A Feminine society is one where quality of life is the sign of success and standing out from the crowd is not admirable. The fundamental issue here is what motivates people, wanting to be the best (Masculine) or liking what you do (Feminine).

Schein's Career Anchor

A person's career anchor is the evolving selfconcept of what one is good at, what one's needs and motives are, and what values govern one's work related choices.

Henry Mintzberg

Divided manager's job into three types: interpersonal, informational, decisional

Decisional Managerial Roles

Entrepreneur Disturbance Handler Resource allocator Negotiator

Interpersonal Managerial Roles

Figurehead Leader Liaison

Individualism vs collectivism

In Individualist societies people are only supposed to look after themselves and their direct family. In Collectivist societies people belong to "in groups" that take care of them in exchange for unquestioning loyalty.

Kenichi Ohmae

Lean Manufacturing Principles: importance of getting things right the first time rather than spending a lot of time checking afterward 3 Cs Theory: The 3Cs model points out that a strategist should focus on three key factors for success. In the construction of a business strategy, three main elements must be taken into account: company, customers, competitors 3 Cs sustainability: capability, consistency, cultivation

Informational Managerial Roles

Monitor Disseminator Spokesperson

Schein's career pathing

Most often these systems start with a pool of people and plan for the people. That is, the organization manages the career and decides how best to deploy its people so that jobs will be filled as needed and people will develop as needed. There are two fundamental flaws in this model. First, the organization makes assumptions about the motives, needs, and values of the people that may not fit reality. In other words, the career anchor may not match the planned career path. Second, the organization does too little job/role planning (Schein, 1978) and therefore mis-estimates what kind of person with what sets of skills and anchors it will need in the future.

Charles Handy

Organizational culture- 4 types of culture 1. Power 2. Task culture 3. Person culture 4. Role culture

Power Distance

Power distance is defined as the extent to which the less powerful members of institutions and organisations within a country expect and accept that power is distributed unequally. It has to do with the fact that a society's inequality is endorsed by the followers as much as by the leaders.

Warren Bennis

Revisionist theory of leadership - democratic/collaborative leadership that was revolutionary for the time, but doesn't seem so unusual now.

Geert Hofstede

Social psychologist who studies cultural factors: Power distance Individualism vs collectivism Masculinity vs femininity Uncertainty avoidance Long vs short term orientation Indulgence vs restraint

Uncertainty avoidance

The dimension Uncertainty Avoidance has to do with the way that a society deals with the fact that the future can never be known: should we try to control the future or just let it happen? This ambiguity brings with it anxiety and different cultures have learnt to deal with this anxiety in different ways. The extent to which the members of a culture feel threatened by ambiguous or unknown situations and have created beliefs and institutions that try to avoid these is reflected in the score on Uncertainty Avoidance.

Schein's values

The values of the individuals working in the organization play an important role in deciding the organization culture. The thought process and attitude of employees have deep impact on the culture of any particular organization. What people actually think matters a lot for the organization? The mindset of the individual associated with any particular organization influences the culture of the workplace.

Douglas McGregor

Theory X and Theory Y Theory X - importance of heightened supervision, external rewards, and penalties Theory Y - motivating role of job satisfaction and encourages workers to approach tests without direct supervision *combination of both

Mental Models

These are 'deeply ingrained assumptions, generalizations, or even pictures and images that influence how we understand the world and how we take action'

Long vs short term

This dimension describes how every society has to maintain some links with its own past while dealing with the challenges of the present and future, and societies prioritise these two existential goals differently. Normative societies. which score low on this dimension, for example, prefer to maintain time-honoured traditions and norms while viewing societal change with suspicion. Those with a culture which scores high, on the other hand, take a more pragmatic approach: they encourage thrift and efforts in modern education as a way to prepare for the future.

Indulgence vs restraint

This dimension is defined as the extent to which people try to control their desires and impulses, based on the way they were raised. A tendency toward a relatively weak control over their impulses is called "Indulgence", whereas a relatively strong control over their urges is called "Restraint".

Schein's Artifacts

characteristics of the organization which can be easily viewed, heard and felt by individuals collectively known as artifacts. The dress code of the employees, office furniture, facilities, behavior of the employees, mission and vision of the organization all come under artifacts and go a long way in deciding the culture of the workplace.

Porter's Generic Strategies

cost leadership, differentiation, cost focus, differentiation focus

Shared Vision

if any one idea about leadership has inspired organizations for thousands of years, 'it's the capacity to hold a share picture of the future we seek to create' (1990: 9). Such a vision has the power to be uplifting - and to encourage experimentation and innovation. Crucially, it is argued, it can also foster a sense of the long-term, something that is fundamental to the 'fifth discipline'.

Systems Thinking

the cornerstone of the learning organization

Edgar Schein's organization culture

values and beliefs of an organization. The principles, ideologies as well as policies followed by an organization form its culture. It is the culture of the workplace which decides the way individuals interact with each other and behave with people outside the company. The employees must respect their organization's culture for them to deliver their level best and enjoy their work. Problems crop up when individuals are unable to adjust to a new work culture and thus feel demotivated and reluctant to perform. 3 levels: Artifacts Values Assumed values

Schein's Assumed Values

values of the employees which can't be measured but do make a difference to the culture of the organization. There are certain beliefs and facts which stay hidden but do affect the culture of the organization. The inner aspects of human nature come under the third level of organization culture.