Management Exam 1
where does it come from?
every 60 Seconds - 98,000 + tweets - 695,000 status updates - 11 M instant messages - 698,445 google searches - 168M+ Emails Sent'1,820TB of Data Created - 217 new mobile web users excel - individual perspective structured database - ER Db, MS Access, SQL server ERP (Enterprise Resource Planning) - SAP - one database that the entire company uses (i.e. accounting, finance, marketing, etc.) - all the data is in one location CRM (Customer Relationship Management) - salesforce Cloud based tools - Dropbox, AWS data is getting cheaper and cheaper to store
achieving high performing teams
enhance motivation with rewards (combining group and individual rewards) emphasize the valuable contribution of group members find ways to stimulate creativity be inclusive of everyone's ideas generate norms related to the team's goals. reduce social loafing keep team size small
summary
every manager is an "operations" manager - responsible for a transformation process; measured in operating terms (productivity, quality, ...) operations is all about adding value for customers - without value, there is no business - ask yourself, what value does my firm have that a customer is willing to pay me for?
how to measure job satisfaction
*Minnesota Satisfaction Questionnaire (MSQ):* - measures satisfaction with different facets of the job - chances for promotion, praise, working conditions, pay *faces scale*
KPI (key performance indicator)
*S*pecific *M*easurable *A*ttainable *R*elevant *T*ime-bound needed so that it means the same thing to multiple people
group development: Tuckman's 5 stages
*Tuckman's 5 stages* F S N P A fish see no pretty apples *forming:* - members get to know each other - members meet, get to know each other and seek to establish ground rules *storming:* - members question each other, reveal more of who they really are - members come to resist control by group leaders and show hostility *norming:* - group becomes more cohesive and united - members work together, developing close relationships and feelings of camaraderie *performing:* - members are productive - group members work towards getting their job done *adjourning:* - group is dissolved - groups may disband, either after meeting their goals or because members leave
brainstorming
*brainstorming* is a group problem-solving technique in which managers meet face-to-face to generate and debate a wide variety of alternatives from which to make a decision *avoid production blocking:* - loss of productivity in brainstorming sessions due to its unstructured nature *Delphi technique:* - group members do not meet face-to-face but respond in writing to a problem - consensus used to identify the best solution - ideal for geographically diverse teams *nominal group technique:* - group members write down ideas, read their suggestions to the whole group, and discuss and then individually rank the alternatives - ideal for controversial decisions *1-3-6ing:* - brainstorm as an individual, compare answers in a larger group, and then a larger group
bureaucracy
*bureaucracy:* a formal system of organization and administration designed to ensure efficiency and effectiveness Max Weber (1947): traditional organizational structure typified by a well defined authority hierarchy and strict rules governing behavior - specialization of labor - well-defined authority hierarchy - formal rules and procedures - impersonal - employment based on merit - emphasis on written records supposed to be a good thing highly routine operating tasks achieved through specialization formalized rules and regulations tasks that are grouped into functional departments centralized authority narrow spans of control decision making that follows the chain of command 1. a manager's formal authority derives from the position he or she holds in the organization 2. people should occupy positions because of their performance, not because of their social standing or personal contacts 3. the extend of each positions's formal authority and their responsibilities, and their relationship to other positions in an organization, should be clearly specified 4. authority can be exercised effectively in an organization when positions are arranged hierarchically, so employees know whom to report to and who reports to them 5. managers must create a well-defined system of rules, standard operating procedures, and norms so that they can effectively control behavior within an organization *standard operating procedures (SOPs):* specific set or rules about how to perform a particular task when managers rely too much on rules to solve problems and not enough on their own skills and judgment, their behavior becomes inflexible
rational decision making
*classical model* - generate all alternatives and choose the best one - all information is known and mental capacity is infinite *administrative model* - *bounded rationality:* cognitive limitations constrain ability to interpret , process, and make decisions - *incomplete information:* the full range of decision-making alternatives is unknowable in most situations, and the consequences associated with known alternatives are uncertain ‣ *uncertainty of risk:* the probabilities of alternative outcomes cannot be determined and future outcomes are unknown ◦ you don't know what the risk is ◦ risk is the possibility of success ‣ *ambiguous information:* the meaning is not clear—it can be interpreted in multiple and often conflicting ways - time constraints - *satisficing:* choose an acceptable response rather than the best decision - time constraints and information costs
better work practices: economies of scale: transportation
larger the means of transportation, more people you can fit in it
cohesiveness
*cohesiveness:* - degree to which group members are attracted or loyal to one another / their group factors leading to cohesiveness: - group size (smaller) - less/effectively managed diversity - increased group identity (team name) - success - increased participation consequences of cohesiveness: - level of participation within group - increased conformity - increased emphasis on achieving group goals - (BUT! May depend on norms)
types of groups and teams
*formal groups:* - formed to achieve organizational goals - cross-functional: composed of members from different departments - cross-cultural: members from different cultures/countries - *top management teams:* CEO, president - *research and development teams* - *command groups:* group of employees who report to the same boss (department or unit) - *task force:* ad hoc committee formed to solve a specific problem - *self-managed work teams:* team that monitors its own performance - *virtual teams:* team of members who rarely meet face-to-face *informal groups:* - formed to achieve individuals' goals - *friendship group* - *interest group:* group of employees seeking to achieve a common goal *time stability* *authority differentiation* *skill differentiation*
leadership and group decision making
*formal leaders:* - position of leadership *informal leaders:* - take on a leader role leaders are useful for setting direction, but can reduce creativity in decision making if they are overly directive! - *autocratic decision making:* leader makes the decision alone - *democratic decision making:* decision is made by the group members based on majority vote - *consensus:* decision made based on 100% agreement
friendship groups
*friendship groups:* - informal groups composed of employees who enjoy each other's company and socialize with each other 1. friendship groups help satisfy employees' needs for interpersonal interaction and can provide social support in times of stress 2. the informal relationship that managers build in these groups can often help them solve work-related problems
roles
*group role:* - behaviors and tasks that a member is expected to perform because of his or her position in the group *role making:* - taking the initiative to modify an assigned role by assuming additional responsibilities
groups vs. teams
*group* - 2 or more people who interact with each other to accomplish certain goals or meet certain needs - people who are not interdependent and have no authority over each others work - a group of lawyers working on different cases in different areas of expertise - they may be partners in the firm, but their work is separate - their success does not depend on each other *team* - a high performing group - a group whose members work intensely with each other to achieve a specific, common goal or objective - a Nascar pit crew, a crew that services a United Jet - they are interdependent, working intensely towards a goal - their success depends on each other
problem: groupthink
*groupthink* - pattern of faulty and biased decision making that occurs in groups - agreement among the group at the expense of an accurate assessment - no one speaks up - rather than argue, everyone just agrees *devil's advocacy* (to counter groupthink) - analyzing the strengths and weaknesses of a preferred alternative before it's implemented - defends unpopular or opposing alternatives for the sake of argument
interest groups
*interest groups:* - employees form informal interest groups when they seek to achieve a common goal related to their membership in an organization 1. interest groups can provide managers with insights into the issues and concerns that are important to employees 2. these groups can also signal the need for change
effects of employee satisfaction
*job performance* - strong positive correlation *OCB* - modest positive relationship but more related to conceptions of fair outcomes, treatment and procedures *customer satisfaction* - strong positive correlation *absenteeism* - moderate to weak negative correlation *turnover* - moderate negative correlation *workplace deviance* - strong negative correlation
major job attitudes
*job satisfaction* - this attitude relates to how an employee feels about the job - high job satisfaction means strong positive feelings about it; low satisfaction means strong negative feelings exist. *organizational commitment* - shows how strongly the employee identifies with the firm for which he or she is working ‣ continuance commitment ‣ affective commitment ‣ normative commitment *Organizational Citizenship Behavior (OCB):* - engagement in job behaviors that are above one's job role duties - not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage
moods and emotions at work
*mood:* - a feeling or state of mind - personality traits and current circumstances often determine a person's mood. *emotions:* - emotions are more intense than moods, are more short-lived, and are usually linked to a specific cause predicts job satisfaction predicted by affectivity (personality based affect)
personality
*narcissism:* - degree of sense of self-importance and arrogance - egotistical, self-focused, and vain - CEO narcissism positively correlated with stock at .17 - The Single-Item Narcissism Scale (SINS, Konrath et al., 2014)
group dynamics: balance is key
you want some conformity you also want some deviance so you're not just going with the status quo all the time
4 tasks of management
*planning:* - deciding on organizational goals - strategies to attain goals - allocation of organizational resources - set up the course of action with a Plan to achieve an organizational goal *organizing* - structuring work relationships so human resources are most effective - organize how to distribute resources and organize employees according to the plan *leading:* - articulating a clear vision and motivating employees to meet that vision - communicating, motivating, inspiring and encouraging employees toward a higher level of productivity *controlling:* - evaluating the extent to which the organization is meeting its goals - evaluate the results against the goals *staffing:* - evaluating, recruiting, selecting, training, and placing people into defined roles
Taylor's 4 principles
*collect data:* - study the way employees perform their tasks, gather all informal job knowledge that employees possess, and experiment with ways of improving how tasks are performed ‣ observe existing process ‣ try new ways of doing things *structure methods:* - codify the new methods of performing tasks into written rules and standard operating procedures ‣ don't re-invent the wheel, standardize the routine *hire fits:* - carefully select employees so that they possess skills and abilities that match the needs of the task and train them to perform the task according to the established rules ‣ employees must be able to meet a minimum level of proficiency *set standards:* - establish a fair or acceptable level of performance for a task, and then develop a pay system that provides a reward for performance above the acceptable level ‣ create incentives for doing better (bonuses) To discover the most efficient method of performing specific tasks, Taylor studied and measured the ways different employees went about performing their tasks. He used time and motion studies. Once he understood the existing method of performing a task, he would experiment with ways to increase specialization. He advocated that once the best method was found for performing a particular task, it should be recorded so that it could be taught to all employees performing the same task. *scientific management:* the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency - the way to create the most efficient division of labor if the amount of time and effort that each worker expends to produce a unit of output (a finished good/service) can be reduced by increasing specialization and the division of labor, the production process will become more efficient ultimately resulted in problems - increased the amount of work that each worker was expected to do the combination of the 2 management practices (achieving the right mix of worker-task specialization and linking people and tasks by the speed of the production line - resulted in huge savings in cost and huge increases in output that occur in large, organized work settings
command groups
*command groups:* - a command group is a group composed of subordinates who report to the same supervisor/boss 1. often they are called a department or unit - when top managers design an organization's structure and establish reporting relationships and a chain of command, they are creating command groups
managerial skills
*conceptual skills:* the ability to analyze and diagnose a situation and to distinguish between cause and effect - top managers require the best conceptual skills - organizations may wish to develop a particular manager's abilities in a specific skill area - organization thus pays for managers to attend specialized programs to develop these skills *human skills:* the ability to understand, alter, lead, and control the behavior of other individuals or groups *technical skills:* the job-specific knowledge and techniques required to perform an organizational role *core competency:* the specific set of department skills, knowledge, and experience that allows one organization to outperform another - department skills that create a core competency give an organization a competitive advantage effective managers need all 3 kinds of skills - conceptual, human, and technical
conscious vs. unconscious mind
*conscious mind* - located on the left side of the brain - calculated, direct, logical - can only process 9 items at one time - sleeps when we sleep - represents 10% of our total brain capacity *unconscious mind* - located on the right side of the brain - associated with our nervous system, heart rate, homeostasis, memories, experience - stays awake when we sleep - represents 90% of our total brain capacity
major personality attributes
*core self-evaluation* - *locus of control:* degree to which you believe you have control of your own fate ‣ internal or external ‣ *internal locus of control:*the tendency to locate responsibility for one's fate within oneself ◦ see the success of the organization on their shoulders ◦ managers need this ‣ *external locus of control:* the tendency to locate responsibility for ones fate in outside forces and to believe one's own behavior has little impact on outcomes *self-esteem* - a person's view of themselves - high or low; may be accurate or inaccurate *negative affectivity* - extent to which one is likely to experience negative moods and emotions (neuroticism) [textbook] *need for achievement:* the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence *need for affiliation:* the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along *need for power:* the extent to which an individual desires to control or influence others
entrepreneurship and creativity
*creativity:* - ability to discover original and novel ideas that lead to feasible alternative courses of action *entrepreneurs:* - an individual who notices opportunities and decides how to mobilize the resources necessary to produce new and improved goods and services ‣ *social entrepreneurs:* address social problems and needs in order to improve society and wellbeing ‣ *intrapreneur:* a manager, scientist, or researcher who works inside an organization and notices opportunities to develop new or improved products and better ways to make them [textbook] *entrepreneurship:* the mobilization of resources to take advantage of an opportunity to provide customers with new or improved goods and services *product champion:* a manager who takes "ownership" of a project and provides the leadership and vision that take a product from the idea stage to the final customer - becomes responsible for developing a business plan for the product - employees who feel ownership for a product are inclined to act like outside entrepreneurs and go to great lengths to make the project succeed *skunkworks:* a group of intrapreneurs who are deliberately separated from the normal operation of an organization to encourage them to devote all their attention to developing new products
decision making
*decision making:* - crucial in planning - the process by which managers respond to opportunities and threats by analyzing options, and making determinations about specific organizational goals and courses of action. - 2 mechanisms: intuitive and reasoned - both are useful but, we can be overconfident!
deviance
*deviance:* - a member violates a group norm - either do it to shake the pot - think it'll lead to a better outcome how do groups respond? - trying to get the member to change his or her deviant ways - expel the member - change the norm to be consistent with the member's deviant behavior
efficiency and effectiveness
*efficiency:* - measure of how well or how productively resources are used to achieve a goal *effectiveness:* - measure of appropriateness of the goals of the organization effective and efficient means creating a product that people want and doing it efficiently enough that they can afford it
decision making process
*programmed:* - highly routine decisions - have been made so many times in the past that managers have developed rules or guidelines to be applied when certain situations inevitably occur - highly routine decisions made by lower-level personnel following preestablished organizational routines and procedures - programmed decisions allow warehouse supervisors such as this one to develop simple rubrics so the job is done consistently and with less error *nonprogrammed:* - novel decisions for which there is no pre-specified course of action - decisions made about a highly novel opportunities or threats for which there is no pre-specified course of action. ‣ *intuition:* going with your gut ◦ often used in response to nonprogrammed decisions ‣ *reasoned judgments:* well thought out decision that requires careful information gathering, generation of alternatives, and evaluation of alternatives
querying and reporting
*querying tools:* easy to use software allowing users to get specific information from a data base - ex: "who watched bird box last night?" - run over and over again *reporting tools:* often bundled with query tools - present query output in meaningful, understandable formats - a regularly run query these tools released the power of the data warehouse to the masses no longer was business data available only to executives through dedicated IT reports
research and development teams
*research and development teams:* - group who has the expertise and experience needed to develop new products 1. managers select R&D team members on the basis of their expertise and experience in a certain area 2. sometimes R&D teams are cross-functional teams with members from many departments
risk vs. uncertainty
*risk:* - probability of success/failure *uncertainty:* - unpredictability
rites
*rites of passage:* - determine how individuals enter (socialization), advance within, or leave the organization - ex: party, gold watch when you leave *rites of integration:* - build and reinforce common bonds among organizational members - ex: picnics, happy hour *rites of enhancement:* - let organizations publicly recognize and reward employees' contributions and thus strengthen their commitment to organizational values
self-managed work teams
*self-managed work teams:* - self-managed work teams are teams in which team members are empowered with the responsibility and autonomy to complete identifiable pieces of work 1. team members decide what the team will do, how it will do it, and which team members will perform which specific tasks 2. managers provide teams with overall goals but let team members decide how to meet those goals. 3. managers usually form self-managed work teams to improve quality, increase motivation and satisfaction, and lower costs managers can take a number of steps to ensure that self-managed work teams are effective and help an organization gain a competitive advantage: a. give teams enough responsibility and autonomy to be truly self-managing - refrain from telling team members what to do or solving problems for them, even if you as manager know what should be done b. make sure that a team's work is sufficiently complex so that it entails a number of different steps or procedures that must be performed and results in some kind of finished end product c. carefully select members of self managed work teams - team members should have the diversity of skills needed to complete the team's work, have the ability to work with others and want to be part of a team d. as a manager, realize that your role vis-à-vis self-managed work teams calls for guidance, coaching, and support, not supervision - you are a resource for teams to turn to when needed e. analyze what type of training team members need and provide it - working in a self-managed work team often requires that employees have more extensive technical (job-specific knowledge) and interpersonal skills f. self-managed teams can run into trouble if members are reluctant to discipline one another
threats: social loafing
*social loafing* - the tendency of individuals to put forth less effort when they work in groups than when they work alone what to do: - make team members accountable - generate urgency- give them something more important than themselves - make members feel responsible for their team's poor performance - open up feedback to the loafer's performance- share that they were actually doing
tools to track a project and remain in control
*statement of scope* *key performance indicators * baseline control chart gantt chart tracking gantt chart *status update*
what makes a great team?
*synergy:* - performance gains that result when individuals and departments coordinate their actions - team members should have complimentary skills and knowledge - the whole is more than the sum of its parts teams can: - enhance performance - increase customer responsiveness - increase innovation - increase employee motivation and satisfaction
task forces
*task forces:* - managers often form *task forces* to solve a specific problem or accomplish specific goals within a certain period of time. 1. task forces are also called ad hoc committees. 2. once the task force accomplishes its goal or resolves its problem, it usually disbands. 3. they can be a valuable tool for busy managers who do not have the time to explore an important issue in depth. 4. task forces that are relatively permanent are often referred to as standing committees. - membership in standing committees changes over time - managers often form and maintain standing committees to make sure that important issues continue to be addressed
Rokeach Value Survey
*terminal values:* - refers to desirable end-states of existence that a person would like to achieve during his or her lifetime *instrumental values* - refers to preferable modes of behavior, or means of achieving the terminal values - how you get to terminal values - often lead to the formation of norms
top management teams
*the top-management team:* - a central concern of the CEO and president of a company is to form a *top management team* to help the company achieve its mission and goals. 1. this team is responsible for developing the strategies that result in an organization's competitive advantage 2. most top-management teams have between five and seven members and many are also cross-functional 3. diversity within the top management team helps guard against groupthink, faulty group decision making that results when group members strive for agreement at the expense of an accurate assessment of the situation
management mysteries
*values, attitudes and emotions:* - who am I, and who are you, really? *culture:* - how does the culture of CU, Boulder, our employing organization and our country shape what we do, think and feel? *decision making and creativity:* - how do we learn to make wise decisions? *effective team management:* - what makes a great team and what makes a team great? *motivation:* - how do leaders motivate employees? - how can I motivate myself? *leadership:* - how can we become great leaders? *managing diversity:* - why is everyone always talking about diversity? *strategy and competitive advantage:* - how can we win as an organization? - how can we beat our competitors? *building and managing human resources:* - how should managers manage human talent?
virtual teams
*virtual teams:* - composed of members who rarely or never meet face-to-face and interact by using various forms of information technology 1. as organizations are becoming increasingly global, virtual teams allow employees to solve problems and explore opportunities without being limited by geographic location 2. virtual teams might even include members who are not part of the organization, but who are part of an organization used for outsourcing 3. virtual teams rely on two forms of information technology: synchronous and asynchronous technology. - *synchronous technology* enables virtual team members to communicate and interact with each other in real time and simultaneously through videoconferencing, teleconferencing, and electronic meetings - *asynchronous technologies* delay communication, as with e-mail or Internet websites 4. one of the challenges virtual team members face is building a sense of camaraderie and trust among each other. - to address this challenge, some organizations schedule opportunities for virtual team members to meet - research suggests that while some virtual teams can be as effective as traditional teams, virtual team members might be less satisfied with teamwork efforts and have fewer feelings of camaraderie or cohesion - research also suggests that it is important for managers to keep track of virtual teams and intervene when necessary
the decision making process
1. recognize the need for a decision 2. generate alternatives 3. assess alternatives - legality - ethicalness - economic feasibility - practicality 4. choose among alternatives - rank the various alternatives and make a decision 5. implement the chosen alternative - many managers make a decision and then fail to act on it - top managers must assign to middle managers the responsibility for making the follow-up decisions necessary to achieve the goal 6. learn from feedback the human mind is imperfect - top down processing ‣ ex: mask inverted example
which one is you? - don't need to know these
A Comfortable Life - a prosperous life Happiness - contentedness Inner Harmony - freedom from inner conflict Pleasure - an enjoyable, leisurely life An Exciting Life - a stimulating, active life Family Security - taking care of loved ones Freedom - independence and free choice True Friendship - close companionship Self-Respect - self-esteem A Sense of Accomplishment - a lasting contribution Social Recognition - respect and admiration Wisdom - a mature understanding of life Ambitious - hardworking and aspiring Capable - competent effective Clean - neat and tidy Self-controlled - restrained; self-disciplined (II) Forgiving - willing to pardon others Helpful - working for the welfare of others Honest - sincere and truthful Cheerful - light hearted; joyful
Hawthorne studies
Hawthorne Works of the Western Electric Company; 1924-1932 initiated as an attempt to investigate how characteristics of the work setting affect employee fatigue and performance (i.e., lighting) found that productivity increased regardless of whether illumination was raised or lowered The researchers conducted an experiment in which they systematically measured employee productivity at various levels of illumination. However, no matter whether the lighting was raised or lowered, productivity increased. The researchers were puzzled and invited *Elton Mayo* to assist them. Mayo proposed the use of the relay assembly test to investigate other aspects of the work context on job performance They found that the employees were responding to the increased attention from the researchers. The Hawthorne Effect suggested that the attitude of employees toward their managers affects the employees' performance. *factors influencing behavior:* - attention from researchers - manager's leadership approach - work group norms *The "Hawthorne Effect"* - workers' productivity is affected more by observation or attention received than by physical work setting Elton Mayo and F.J. Roethlisberger found that employees adopted norms of output to protect their jobs. *human relations movement:* advocates behavior and leadership training of supervisors to elicit worker cooperation and improve productivity Those who performed above the norms were called *ratebusters* and those who performed below the norms were called *chisellers* - workgroup members discipline both in order to create a fair pace of work *informal organization:* the system of behavioral rules and norms that emerge in work groups *organizational behavior:* the study of factors that impact how workers respond to and act in an organization
big 5
O C E A N *openness to experience :* - tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks *conscientiousness* - tendency to be careful, scrupulous, and persevering - managers high in this trait are organized and self-disciplined *extraversion* - tendency to experience positive emotions and moods and feel good about oneself and the rest of the world - managers high in extraversion tend to be sociable, affectionate, outgoing and friendly *agreeableness* - tendency to get along well with others - managers high in agreeableness are likable, affectionate and care about others - outward state *negative affectivity* - tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others - inner state
conformity
why would you conform? - to obtain reward and avoid punishment - to imitate group admired/well-liked group members - internalized the norm and believe it is the right and proper way to behave
Malcolm Gladwell
Psychologist, John Gottman, can predict whether marriage will last more than 15 years with 95% accuracy Vic Braden (tennis coach) can predict a double fault at 94% accuracy
appendix: history lesson
Taylor, Scientific Management Weber's Bureaucracy Mary Parker Follett Hawthorne Studies Theory X Theory Y
stages of a water bottle supply chain
Water Quality control Water Taste Control Plastic Bottle Quality Control Bottle Water Water Bottle Wrapper Packaging for water bottle Transportation to distribution center Transportation to Store Marketing, Accounting, and Finance Website 1-800 Number
operations management
designing and controlling the PROCESS of business operations in the production of goods or services transforms inputs into goods/services (outputs) operations: 80-90% hidden about efficiency and creating value information technology is about tracking
project management
a TEMPORARY group activity designed to produce a unique product, service or result
management
a field of study devoted to understanding, explaining, and ultimately improving the performance and attitudes of individuals and groups in organizations key aspects of definition: - grounded in science - interdisciplinary orientation - concerns individuals, groups, organizations - focuses on organizational effectiveness and individual well-being
baseline
a starting point to measure the success of your project created from previous projects or experience designed to let you know if you are on track
the good and the bad
actual productivity = potential productivity + synergy - performance threats *potential productivity depends on:* - task demands, resources available, team process *threats to team creativity and performance:* - conformity- we've discussed this, and the more conforming happens the less likely any new ideas will be generated - *production blocking:* loss of productivity in brainstorming sessions due to its unstructured nature - *performance matching:* when the lowest performing members predicts the performance of a group of four towards the end of the session - *social loafing*
is management just common sense?
birds of a feather flock together opposites attract 95% of people agree with all of these, even though they contradict each other
better work practices: economies of scale: retail
buying in bulk, reduces per unit cost, get it cheaper
projects management in operations
can you think of some Projects that need to be managed multi year high viability CEO thinks it is important several groups involved in a project
scope-time-cost trade-offs
change one, and at least one of the other two must change you can have any two, but not all three tradeoffs are required when there are conflicts between the constraints: - scope vs. cost - time vs. scope - cost vs. time ex: fast, good, and cheap - can only have 2 *scope* - what needs to be done? - ex: creating a 100 page paper *cost* - not just $ - the people, material, AND dollar involved
reactions to norms
conform deviate
jamming
consumer reports put together a panel of food experts and had them rank 44 exotic jams from best to worse college students also ranked jams - group 1: ranked on first impression
day to day vs. projects
day to day - many similar units - business objectives - no start or end - ongoing budget - functionally siloed - specialized skills project - unique or one-of-a-kind - specific objective - defined start and end - fixed budget - multifunctional - general skills
day to day vs projects (student)
day to day - taking class notes - entering daily sales receipts into an accounting ledger - responding to a supply chain request - practicing scales on the piano - manufacture of an iPhone - attaching tags on a manufactured product projects - writing a term paper - setting up a sales kiosk for a professional accounting meeting - developing a supply chain information system - writing a new piano piece - designing a new iPhone with specific performance specs - developing a new product tagging process
supply chain value
funds flow from customer to supplier information flows both ways
getting to team
groups need a decision making process - use brainstorming to avoid groupthink - utilize diverse members' expertise - decide how to decide (decide upfront) use rewards strategically - combination of individual and group rewards reducing social loafing - make individual contributions identifiable - keep group size at an appropriate level
statement of scope
how you define a project elements included: - objective - major deliverables - assumptions - constraints the key item that helps the project manager stays on track
why do projects need to be managed?
identify responsibilities to confirm that all activities are being done identify time estimates establish a methodology for making trade-offs measure progress against a plans knowing when objectives are unatonable
goals of operations management
improve responsiveness to customers - *customer relationship management (CRM):* a technique that uses IT to develop an ongoing relationship with customers to maximize the value a organization can deliver to them over time ‣ sales and selling, after-sales service, marketing ‣ tracks customers' changing demands ‣ customer complaints improve quality improve efficiency - *partial productivity:* measure the efficiency of an individual unit - *labor productivity:* comparisons between different organizations
better work practices: learning
improve your speed by doing a task more than once
specialization
improvement in a worker's dexterity saving in time typically lost in changing from one task (or group of tasks) to another concentration on a few tasks - get better at it - reduce mistakes
production system
input stage: - raw materials - component parts - labor conversion stage: - skills - machines - computers output stage: - goods - services
converting data
it's hard to change data into information - must change data into information in order to make it useful for a company must do: *analysis gap:* the large gap between data businesses collect and the information that decision makers require
information
knowledge communicated or received concerning a particular fact or circumstance created from data information is the usable part of data
Mary Parket Follett
management must consider the human side employees should be involved in job analysis person with the knowledge should be in control of the work process regardless of position cross-functioning teams used to accomplish projects - *cross-functioning:* members of different departments working together in cross-departmental teams to accomplish projects Mary Parker Follett (1868-1933) was concerned that Taylor was ignoring the human side of the organization her approach was very radical for the time took a horizontal view of power and authority rather than viewing the vertical chain or command as being most essential to effective management
we are all operations managers
managers TRANSFORM inputs into outputs example: accounting manager - inputs: data, materials, labor - transformation: application of accounting principles and knowledge - outputs: accounting reports, knowledge of performance, ... all managers have an "operation" to run therefore: - all managers are operations managers responsible for managing an organization's production system and for determining where operating improvements might be made
toxopl asma gondii
negative affectivity and...kittens? only six percent of British people, but half of the French have this brain parasite - increases negative affectivity - triples rate of car accidents - triples chances of schizophrenia - reduces reaction times - 25% of BCOR students have it, 18% of biology students
group decision making
potential benefits: - diverse ideas - different skills and abilities - greater acceptance potential problems: - wasted time - disruptive conflict - intimidation by group leaders
summary: project management
projects can be found in most jobs and are different than one's day to day job project management allows us to scope out projects and make sure everyone is on the same page you can not have all elements in the triple constraint allows you to stay on track, stay efficient, manage scope-time-cost triangle
business analytics
provides the models and the analysis procedures to business intelligent analytics is the science of analysis how to I measure how much value I'm adding?
theory x vs. theory y
regarding leadership... 100 years ago, managers had little respect for their employees they thought that they were lazy (theory x) today most managers want employees to succeed *theory x:* - the assumption that workers will try to do as little as possible and avoid further responsibility unless rewarded or punished for doing otherwise - manager must supervise them closely - must develop rules, SOPs, and a well-defined system of rewards and punishment to control behavior *theory y:* - the assumption that workers will do what is best for an organization if given the proper work setting, opportunity, and encouragement
values
represent basic, enduring convictions that "a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence."
better work practices and automation
work smarter, not harder - being more efficient Frederick Taylor Edward Dimming scientific management *automation:* - using technology to preform a process or procedure with minimal human assistance - removes some of the steps, more fluid, costs less
organizational culture
set of shared values, norms, and assumptions that guide people's behavior within a group, business or institution to achieve organizational goals when organizational members are intensely committed to a shared system of values, beliefs, and routines, a strong organizational culture exists *founder:* -(Attraction-Selection-Attrition Framework) - founders of firms tend to hire employees whose personalities that are to their own *organizational socialization:* - process by which newcomer's learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively *stories and language:* - behaviors that are valued by the organization and practices that are frowned on such as how people dress, offices, cars, degree of formality *ceremonies and rites:* - formal events that recognize incidents of importance to the organization as a whole and to specific employees
group norms
shared guidelines or rules for behavior that most group members must follow *descriptive:* - what people do *prescriptive:* - what you should do *proscriptive:* - what you should not do
affective disposition
some people complain about everything! research evidence: - study of twins reared apart - 30% of variability in satisfaction accounted for by genetics (r = .55) *negative affectivity (NA)* - the tendency to experience negative emotions (distress, agitation, pessimism) research evidence - job satisfaction and NA - r = -.23 (more NA, less satisfaction)
productivity improvements
specialization better work practices and automation learning economies of scale
supply chain
the flow of products and services all stages in fulfilling customer requests connected through transportation, information, and exchanges of funds the entire process from raw materials to point of consumption (the customer) a network of facilities
better work practices: economies of scale
the more items you produce, the lower per unit cost of each item utilizing economies of scale will increase efficiency
project management
the process of initiating, planning, controlling and closing projects
data
unorganized facts that need to be processed data usually refers to RAW data, or unprocessed data - raw facts and figures numbers, characters, images etc. everything quantifiable data must be interpreted by a human or a machine to derive meaning thus data itself is meaningless ex: what does the number 29061996 mean? - birthday? (29th June 1996) - bank account #? - club membership #? - a telephone #? (missing digits)
