ARE 112, are 112 exam 2
The "business model" that says you should only make decisions that you are willing to disclose to the public is an example of
an ethical rule
If you are subject to disparate or adverse impact, you
are subject to some form of employment discrimination
A drawback to BPR is that BPR
assumes the processes are the limiting factors
In our discussion on organizational structure we commented that centralization and decentralization had to do with
authority
Our discussion on creativity included the areas of a. all three answers are correct b. two of the answers are correct c. productivity d. products e. promotion
b. two of the answers are correct
In the reading for this exam, the one strategic lens that was explicitly used was
balanced scorecard
Which of the following was one of the tools used by Dr. Meliones at Duke Children's Hospital
balanced scorecard
harrassment
behavior that is threatening or offensive to other people creates a hostile or offensive work environment or when it results in an adverse employment decision (can't do your job or not hired in first place) sexual racial or ethnic harassment
A quality or attribute that is found in an ERP discussed in class is
best practices
what makes the new IT systems work (need to operate ERP)
computer literate users telecommunications (communicate with data center) IT infrastructure - size and speed with server farm results in end user computing like SQL in management sciences school
The "tiers" we discussed in class that go back to source materials are found in the
conceptual supply chain
In our discussions on teams we saw aspects of: a. the management school of science b. non of the answers are correct, we related the ideas of teams to structure only c. the behavioral school d. two of the answers are correct e. the classical school
d. two of the answers are correct
From class a CSF such as headcount can be found on a ______________
dashboard
The terms bounded rationality and information symmetry and risk are related to
decision environment
From class, the terms "resource acquisition" and "resource allocation" is related to
decision making
shared power
developing support for change through personal values and commitments you and i decide what needs to be changed power base: referent managerial behavior: participative efforts (all part of solution) likely results: slower but able to internalize changes (all bought into it)
The term "Authority" has to do with
directing the work
duke hospital the balanced scorecard
financial issues losing money patients unhappy poor productivity business process bad so need to go to learning/growth quadrant
The three change strategies from class are ______
force, coercion, rational persuasion, shared power
Porter's Five Forces Model
A model for analyzing the competitive forces within the environment in which a company operates, to assess the potential for profitability in an industry. at the center are industry competitors with rivalry against existing firms compete with suppliers on setting the price due to their bargaining power compete with buyers on creating the right market share due to their bargaining power threat of substitute products or service with substitutes threat or new entrants with potential entrants how am i going to fit into the industry?
Legal theories of discrimination
Disparate or adverse treatment: woman don't apply, men only Disparate or adverse impact: must bench 200 lbs -- implicitly prevent women from applying
In the Deloitte case, the reason change occurred was
Dissatisfaction with the present situation
In the beginning of the Duke Hospital case we saw the physician and the patient's parent exhibit ______________ as a reason change occurs when the child was having difficulty breathing
Dissatisfaction with the present situation
The three reasons why change occurs are
Dissatisfaction with the present situation External pressures toward change Momentum toward change
From our discussion on change management, which is not one of the reason (not causes of why change occurs?
Lack of strategic alignment
Equal Pay Act of 1963
Legislation that requires employers to pay men and women equal pay for equal work measure ska to get correct pay
______________ is the power granted by some authority
Legitimate power
The Four P's are ______________
Price Product Placement Promotion
The four P's are
Price, Placement, Product, Promotion
In the Duke Hospital case the development of the "clinical pathways" is an example of the use or development of
a BPR
In the Duke Hospital case we saw the use of ______________ in the "clinical pathways."
a BPR
The results of a probit analysis is to test for
a binary response
In the Deloitte case the authors emphasized the importance of
a business case for the change
In the explanation of operant conditioning, the example had to do with
a cat
In the Deloitte case - "Sometimes it Takes a Revolution" - the author states the importance of the change was supported by a
a clear business case
The terms "inputs" and "outputs" and "outcomes" were discussed in relationship to:
a decision making model
principal-agent relationship
a relationship formed when an employer hires an employee and gives that employee authority to act and enter into contracts on his or her behalf
In the ______________ structure you would have to report to two individuals
matrix management structure
referent power
power that comes from subordinates' and coworkers' respect, admiration, and loyalty
expert power
power that is based on the special knowledge, skills, and expertise that a leader possesses
We use contracts to solve problems related to the
principal and agent problem
distribution channel
set of people and organizations responsible for the flow of products and services from the producer to the ultimate user
The two types of harassment mentioned in class were ______________ and ______________
sexual; racial or ethnic
Porter's Five Forces Model is used primarily to analyze the
the industry
reward power
the power from being able to provide a reward to others lou making everyone part of profit sharing plant
conflict resolution
the removal of the substantive and/or emotional reasons for a conflict
stakeholders
those who have a claim on the success and failure of an organization stockholders managers: if org fails, lose job employees: bills to pay suppliers distributors: want products to sell customers community: property taxes all considered teh reach of the organization
Time frame, impact of culture, disruption of routine are all
threats to change process
Impact of culture and loss of existing benefits and disturb existing social networks are examples from class of
threats to the change process
The four components of the balanced scorecards that are driven by the vision and strategy of the firm are ______________
Financial Customer IBP Learning & Growth
In the IBM book when Lou reduced the price of some of the major IBM products, we could say he was using the ____________ strategic lens.
4 P's
We use the "test of homogeneity" in
ANOVA
The two theories of discrimination discussed in class were ___________ and __________
Adverse or disagiate treatment Adverse or disagrate impact
centralized organization
An organization in which high-level executives make most decisions and pass them down to lower levels for implementation A structure in which decision-making authority is delegated as far down the chain of command as possible
The star is found in the
BCG grow-share matrix
In class, the dashboard was used to display
CSF's
The five types of power discussed in class are ______________
Coercive Legitimate Expert Referent Reward
The five types of power from class are __________
Coercive, legitimate, Expert, referent, reward power
When Lou used the "click heard round the world" he was signalizing his use of the ______________ change
Crossover
The idea of "performance vs. potential" was seen in the
Deloitte case
Which of the following was not found in the Duke hospital case
Force coercion model
A "cash cow" is related to:
High market shared and low market growth
In the IBM book when Lou went to the IBM research facility, he was working towards a more ______________ organizational structure
Horizontal
The terms "One-to-many relationships" and "pointers" as discussed in class relate to
IT
Which of the following terms is not related to the Boston Consulting Group Growth-Share Matrix
Market penetration
Which of the following is not one for the decision-making roles in decision rights:
Moderate
In purpose of the ANOVA test is to determine statistically characteristics about the
Means
The purpose of the ANOVA test is to determine statistically characteristics about the
Means
head count
Number of people on an organization's payroll at a particular moment in time.
The terms "all persons of color" and "national origin" were discussed in class under the topic of
Protected classes
Trust comes from ______________
Reputation
Changes in the legal or ownership or operational aspects of an organization would be characterized as
Restructuring
vendors for ERPs
SAP oracle IBM
coercive power
The ability of a manager to punish others
Loss of existing benefits and threat to position power and disruption of routine are examples of ______________
Threats to the Change Process
The idea of the target market is found in the
four P's
demand chain
"sense and respond" view suggests that planning starts with the needs of the target customer value stream term for downstream portion of the chain jonahs view of the world (alex is supply -- not looking at end products) 2 aspects: 1. marketing: what does the customer want 2. manufacture: how can we set up our production so we only develop/manufacture to meet the current demand establish target: - market research - competitive strategy - competitive intelligence (what do my competitors want to do with their printers?) -- product strategy and profit plans (how much can we sell this printer for? how can we make it for $60 if we want to sell it for $80) - product concept and feasibility attain target: - product concept and feasibility (can i do what i need to do?) - product design and development - production and logistics (get out into market place)
From the IBM book an example of how Lou wanted to move from a process culture was
"the click heard around the world"
behavior and learning
(i.e. conditioning) encoding, storing, and retrieving an implicit (unconscious) procedural memory. alex conditioned that peach in parking spot = problem unconditioned stimulus: food before the response is conditioned unconditioned response: salivating because there is food conditioned stimulus: the bell is the stimulus making the dog salivate conditioned response: the salivation to the bell
change methods
*Phase method* (big changes) 1. Unfreezing: prepare for change must unfreeze before change; everything is open to change 2. Changes occur 3. Refreezing: change is stabilizing must freeze to stabilize it *Crossover approach* (small changes) A simultaneous, immediate change -Everyone makes the change together at the same time --> switches over to a new process - used for simple changes where you don't have the luxury of time
supply chain management (SCM)
- The management of information flows between and among activities in a supply chain to maximize total supply chain effectiveness and profitability - flow of goods and services that involves movement and storage of raw materials, work in process inventory, and of finished goods from point of origin to point of consumption - interconnected or interlinked networks, channels combine in provision of products and services required by end customers in a supply chain - design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand and measuring performance globally - practice draws heavily from areas of industrial engineering, systems engineering, operations management, logistics, procurement, information technology, and marketing and strives for an integrated approach - marketing channels play important role in supply chain management
Decision Rights an example of a management tool
- an organizational not individual concept of formally assigning the authority to select one of the alternatives for a decision - assigned based on the type of decision and exists on a continuing basis and on a situational basis - usually more for unstructured decisions - used in part to assign responsibility for making the right decision - the ethical decision
supply chain example: a blood thinner might be linked to more deaths
- blood thinner heparin found to have potential deficiencies at a chinese plant that supplied much of the active ingredient for the drug - baxter buys supplies from chinese plants - agency investigating the chinese wholesalers (consolidators) that supplied crude heparin to chinese plant and raw ingredients to consolidators - consolidators received supplies from small, unregulated family workshops that scraped mucus membrane from pig intestines and cooked it, eventually producing crude heparin - failure to properly follow the steps for identifying impurites and deficiencies related to manufacturing equipment, SPL chinese plant made some heparin with unacceptable workshop vendor materials - pig disease swept through china so farmers sold sick pigs into the market - chinese plant bought supplies only from 2 reputable consolidators and its suppliers were audited (needs to view the supply chain from end to end and not just the internal links) enterprise: baxter distributor: hospital retailer: doctor Tier 1: buy heparin from spl labs Tier 2: buy from consolidators Tier 3: pig butchery in china that allowed things in teh system that shouldn't be in there end to end is conceptual supply chain (tier 3 from consumer), internal links is physical supply chain
mechanisms for conflict resolution but not the resolution itself
- negotiations: 99% resolved by this -- smart people consensus to negotiate to best answer between 2 parties - mediation: 0.5% get 3rd party when A and B cant resolve conflict -- professionals that listen to what both sides want and tries to come up with a solution that both sides agree to -- A and B can voluntarily agree - arbitration: A and B reach impasse; willing to accept what arbitrator decides best action; arbitrator makes decision on behalf of all parties
team tasks
- planning and scheduling work: what are you supposed to do and when should it be done - assigning tasks/responsibility - training: make sure you can do the task -- teamwork training - performance evaluation: did we do the right thing to get things done? - quality control: did we do what the company wanted us to do lots of overlaps between tasks
causes or antecedent conditions - not the conflicts themselves
- role ambiguities and expectation gaps - task interdependencies and need to rely on others to get the work done - competing objectives and resource scarcities - structural differences and incompatible approaches to work - unresolved prior conflicts - cross functional groups (different perspectives of the world) - move from the vertical organization (boss resolves conflicts) to the horizontal organization (no boss; team resolves conflicts)
cornerstone of the sociotechnical approach (STS system)
- the fit was achieved by a design process aiming at the joint optimization of the subsystems -- idea of suboptimization - any organizational systems will maximize performance only if the interdependency of these subsystems is explicitly recognized - 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 tha tall the subsystems are working in harmony - this is the application of the theory of constraints to the organizational architecture
Threats to the Change Process
1) Degree of change 2) Time frame 3) Impact of culture 4) Loss of existing benefits 5) Threat to position power: you'll lose part of the domain you have authority over 6) Threat to security 7) Redistribution of power 8) Disturb existing social networks 9) Uncertainty regarding change 10) Disruption of routine
Decision Environment
1. Bounded rationality 2. Risk 3. Uncertainty 4. Information symmetry 5. Ambiguous information 6. Time constraints 7. Information costs
why change occurs
1. Dissatisfaction with the present situation (customers going to other companies, stock down, bad reputation) 2. External pressures toward change 3. Momentum toward change: see something working better (talked to 5 biggest customers to get engagement and show appreciation; once we see change works, embrace the concept of change rather than status quo) not the same as transformational change and not the same as driving forces for change but the context of change management change rarely occurs without a reason for change sometimes because someone has a good idea
change strategies
1. Force-Coercion 2. Rational Persuasion 3. Shared Power
types of work
1. Projects: managed differently than process a. defined end point b. focus on effectiveness (finish oil change/ root canal) 2. Process: a. defined output or product b. focus on efficiency (x units out of plant per day)
conflict resolution types
1. avoidance: doesn't affect you; dont need to be involved in this conflict 2. accommodation: no upside for me in this conflict, decide to settle 3. authoritative command 4. compromise: not really the best answer, only good for political setting; worse type in business world 5. consensus or collaborative problem solving: gives best answer/idea sometimes accomplished with structural approach rather than a people approach like separate work area or more resources -- this is sometimes called conflict elimination (not dealing with each other) rather than conflict resolution
the nature of a conflict - John Gottman's four horsemen of the apocalyptic conflict
1. criticism involves attacking someone's personality or character rather than a specific behavior, usually with blame. this is ok but not recommended (stop criticism at a point it comes to contempt) 2. contempt is the intention to purposely insult -- this is a reflection of one's personal feelings about the criticisms 3. defensiveness is when one party sees themselves as the victim which leads to making excuses 4. withdrawal or stonewalling. this final horseman is considered the most dangerous of all because an individual begins to withdrawal from the conflict itself, avoiding it at all costs
sources of business processes (how to manage our systems)
1. formal 2. informal: sometimes known as a shadow system - operate in shadow of formal systems B. control - generally in some form of planning such as budgeting or job design; sets the boundaries you operate on 1. centralized: university -- you have to have x units to graduate, but don't tell you what you need to take 2. decentralized: once you have people in place you can trust C. decision making: behave by making decisions and operating within your controls 1. vertical: chancellor wont tell you how many units but you must take this GE. can only take X units per quarter and if you go over, need to petition - make decisions that flow from top to bottom 2. horizontal: decide your electives and when you take them; not told what to do, just that you get to make that decision within the boundaries set - decisions are made at various levels
resolution process in a getting to yes world: rules
1. separate the people from the problem: why do you want X? the problem is there's only one orange, not that both people want them; what's the problem here 2. focus on the interest not the positions: what do i need? 3. generate alternatives before deciding what to do: what are the options 4. results are based on some objectives: scoring system
conflict resolution and the goal: fact based and goal oriented example in the match stick experiment -- alex needed to find the facts
1. statistical fluctuations cause data to become fuzzy - found in processes - occur on a random bias: need to be comfortable with processes that aren't always exact 2. how do they accumulate - they do not have a property of offset like win-loss in a coin toss - once there is a loss it cannot be made up (if a room isn't rented today, it won't get doubly rented tomorrow - from the theory of constraints once the drum or constraint falls below full utilization the loss is permanent - they are visible and measurable
strategic analytical lenses
1. the four p's 2. boston consulting group growth-share matrix for cash generation 3. SWOT analysis 4. balanced scorecard BSC 5. porter's five forces model 6. anthony's hierarchy and the value proposition used to relate business processes back to the market place
Rules to Solve an Ethical Dilemma: When a decision needs to be made that will have an adverse effect someone
1. utilitarian: greatest good for the greatest number of people (lou profit sharing for everyone) 2. moral rights rule: protects the fundamental rights and privileges for the individual; everyone has certain amount of rights 3. justice rule: a fair and equitable distribution of benefits and harms to everybody; the most difficult 4. practical rule: a business model that says you should only make decisions that you are willing to disclose to the public (want everybody to know what we're doing)
Fair Labor Standards Act
1938 act which provided for a minimum wage and restricted shipments of goods produced with child labor nonexempt employees exempt employees: exempt from these protections, especially with overtime pay; if considered a professional (hiring/firing authority)
why have teams
2+2=5 for groups to be successful they have to be greater than the sum of the parts scientific management: everyone has a job -- match their skills to their responsibility behavior school: want everyone to feel comfortable in the team -- no one should feel theyre at a disadvantage add scientific management and behavior school layers together for foundation of the team
In the IBM book when Lou reduced the price of some of the major IBM products, we could say he was using the ______________ strategic lens
4 P's
Management Information Systems (MIS)
A business function, like accounting and human resources, which moves information about people, products, and processes across the company to facilitate decision-making and problem-solving
dumb terminal
A computer that must be connected to a network to perform processing or storage tasks. needs to be attached to the mainframe
Workstation
A computer that runs a desktop operating system and connects to a network. where you can do work on a specific computer and it may be attached to the mainframe
Boston Consulting Group (BCG) growth-share matrix
A corporate planning tool in which the corporation is viewed as a portfolio of business units, which are represented graphically along relative market share (horizontal axis) and speed of market growth (vertical axis). SBUs are plotted into four categories (dog, cash cow, star, and question mark), each of which warrants a different investment strategy. market share: % of marketplace buying your product. high = selling lots of units market growth rate (Cash usage): is market growing slowly or quickly? high = great deal of population isn't buying product yet but more want to buy this thing. low = don't have distribution channel being reinvented and don't have to hire more people/sell product star: selling lots of product with high market share. need to promote a lot. once i've saturated the market you have a cash cow cash cow: milk the cash cow. someone will come up with copy cat product and lose market share and become a dog dog: 1. get rid of it or 2. reinvent to new question mark question mark: new product similar to another, how can i get it into a star? lou turned consulting into a star apple noticed people playing cassettes --> made ipod as question mark, becomes popular and eventually cash cow --> knockoffs come about --> apple reinvented into phone and then further tablet
Delphi Technique
A decision-making technique in which group members do not meet face-to-face but respond in writing to questions posed by the group leader. The Delphi begins with the initial development of a questionnaire focusing on the identified problem. An appropriate respondent group is selected, and then the questionnaire is mailed to them. Each participant answers the questionnaire independently and returns it. The initiators of the questionnaire summarize responses, then develop a feedback summary and a second questionnaire for the same respondent group. After reviewing the feedback summary, respondents independently rate priority ideas included in the second questionnaire, then mail back the responses. The process is repeated until investigators feel positions are firm and agreement on a topic is reached. A final summary report is issued to the respondent group
mainframe
A large, expensive computer that supports hundreds or thousands of users simultaneously and executes many different programs at the same time.
Americans with Disabilities Act of 1990
A law passed in 1990 that requires employers and public facilities to make "reasonable accommodations" for people with disabilities and prohibits discrimination against these individuals in employment. landmark decision that opened up workforce depends on amount of money company has to make reasonable accommodation
Balanced Scorecard (BSC)
A measurement framework that helps managers translate strategic goals into operational objectives make money by selling. for how much money should we sell for? more than it costs. How? internal business processes and efficiency. Doing it over long term? learning growth within organization applies in public sector 1. financial: to succeed financially how should we appear to our shareholders 2. customer: to achieve our vision, how should we appear to our customers (provide terrific product at good value) 3. learning and growth: to achieve our vision, how will we sustain our ability to change and improve 4. internal business processes: to satisfy our shareholders and customers what business processes must we excel at use metrics and initiative to measure and determine how we will get things done duke hospital case
Red Bead Experiment
An experiment developed by W. Edwards Deming to illustrate it is impossible to put employees in rank order of performance for the coming year based on their performance during the past year because performance differences must be attributed to the system, not to employees. Six people, 800 red beads and 3,200 white beads are needed for the experiment. The participants' goal is to produce white beads, because the customer will not accept red beads. One person begins by stirring the beads in a jar and then, blindfolded, selecting a sample of 50 beads. That person hands the jar to the next person, who repeats the process, and so on. When everyone has his or her sample, the number of red beads for each is counted. The limits of variation between employees that can be attributed to the system are calculated. Everyone will fall within the calculated limits of variation that could arise from the system. The calculations will show there is no evidence one person will be a better performer than another in the future. The experiment shows that it would be a waste of management's time to try to find out why, say, John produced four red beads and Jane produced 15; instead, management should improve the system, making it possible for everyone to produce more white beads. uses statistical theory to show that even though a willing worker wants to do a good job, their success is limited by the nature of the system they're working in --- improvement only when management is able to improve the system - classical approach but more process design than job design shows how facts can be used to develop the correct beliefs about a business process
decentralized organization
An organization in which lower-level managers make important decisions A structure in which decision-making authority is delegated as far down the chain of command as possible
management tools
Are multiple factors that are available to management to aid them in producing goods or services efficiently, effectively, and with profitability. measuring devices, techniques, or instruments that are used to arrive at decisions and plans of action collaborative software and techniques
In the IBM book most of what Loy did can be described as
BPR
In the two cases we read, the changes made or not made could be best categorized as substantially
BPR
The business topic that has to do with only focusing on the process-to-process aspects of the organization and assumes the processes are the limiting factor is
BPR
Thinking about how Lou "fixed" IBM and topics from the class, which of the following was most evident in the book?
BPR
In class we discussed how we could see the use of the strategic lens in how Lou looked at IBM. The lens of the ______________ was identified when we discussed his "Leading by Principles" chapter in the book
Balanced Scorecard
statistical process control xbar chart for quality characteristic
CL =center line, which is our goal and where we want to be (between 99 and 101 is the acceptable error rate, but lower and upper control limits are still acceptable) - Test the product during the process, not the end product, through statistical process control (control the process so you dont have to control the end product as much) - x is time period, keep testing pH at these intervals so you can determine when youre in the danger zone for an unacceptable error so that you can stop the process before the pH gets beyond upper control limit (determine what's wrong and prevent error from occurring) start with 6 sigmas then discuss with customer their preference (broader or less than 6) so the process can be designed to meet the customer's satisfaction limits (quality increases and process efficiency increases because less errors) negatives: rewards the status quo so there is no new type of shampoo coming out -- want to stay at exactly what you're doing now; does not foster creativity only innovation
In class, the dashboard was used to displays
CSF's
The terms "expected" and "observed" are related to
Chi-Square analysis
The terms "expected" and "observed" are related to:
Chi-Square analysis
Expected and observed are found in
Chi-square
When Lou was on the plane and got a drink, he was applying the ______________ method of change management
Crossover
If you asked Lou what was the most important focus for IBM from the following terms from the strategic lenses he would say ______________
Customers
Which is the decision-making tool that could be used for a structured decision
DSS
Which is the decision-making tool that could be used for a structured decision:
DSS
In terms horizontal and product and matrix management have to do with our discussion on
Decision making
Which is the decision-making tool that would be used with subject matter experts?
Delphi
The use of repeated questions and answers is found in
Delphi approach
In the IBM book Lou wanted the company to embrace the
Demand chain
When you "make what you sell" you are using the
Demand chain
Which of the following best describes Lou's approach to IBM
Demand chain
From class, the idea of "best practices" was from:
ERP
Links the TPS with the operational system
ERP
The ______________ links the transaction processing system with the operational IT system
ERP
The acronym (initials) for the IT system that links the operational systems with the transaction processing system is
ERP
When we combine at TPS and an operation information system we get a(n)
ERP
When we combine at TPS and an operational system we get a(n):
ERP
Title VII of the Civil Rights Act of 1964
Forbids discrimination on the basis of sex, race, color, religion, or national origin in all areas of the employment relationship landmark bill with fundamental change in protections
lines of authority
How work gets managed, but not necessarily done identify the participants and determine what stake they have in the project or the system or the process (who do i report to and who reports to me) 1. Delegation: pass on wha tyou can do but don't want to do (more efficient overall); manager responsibility that they have knowledge and tools to complete task 2. Abdication: pass on what you're not able to do; trust them to get it done and no longer your responsibility (goes together with delegation) 3. Span of Control: the number of subordinates or reports -- usually between 1 and 10 (number of people that work directly under/for you); who you set the boundaries for 4. Authority: directing the work; boss has over subordinates 5. Responsibility: performing the work; found in job description 6. stakeholder: has an interest in the work but varying degrees of authority and responsibility 7. ownership: has the primary authority and responsibility for the work; interest in work; has ownership in getting the work done
The structure of decision rights we had from class was from:
IBM
The _______________ made the point that "in the end, the most important aspect of the company/organization is its culture."
IBM book
The terms "One-to-many relationships" and "pointers" as discussed in class relate to:
IT
IBM book
Ibm losing money with poor trajectory -- needs to save money right away (only thing to do is lay people off first time around) -- downsizing/smart sizing Was able to keep revenue stable with less employees -- delivering value to the marketplace Change from computer company to a services company (computers generic but services are where the action is) -- turn it into a hardware without technology and wrote a better value proposition Units allow you to be in a PC in san jose and boston to communicate within the mainframe -- pass things around from PC to PC much quicker through Unix system Dont need a big installation process to support the mainframe i manage by principle, not procedure the marketplace dictates everything we should do i am heavily involved in strategy, the rest is yours to implement finish right sizing by the beginning of the third quarter develop an intermediate term business strategy threat to the mian fram emodel with rise of UNIX, an open operating environment that offered customers the first viable, economically attractive alternative to IBMs mainframe products and pricing UNIX ring: processing can be done on the local system or the mainframe, but IBM had mainframe with dumb terminal with all processing done on the mainframe SNA system network archicture CICS: customer information control system - family products designed as middleware and support rapid, high volume online transaction processing
In class we used the terms "Timeliness" and "Relevance" and "Completeness" with regard to
Information
conceptual supply chain
It can includes some of the physical supply chain components but it is broader in scope than the physical supply chain what really happens in the supply chain from a design perspective - enterprise distributes/sells to distributor who sells to retailer who sells to customer - tiers are levels (only have to go back 3 levels to have an understanding of what's going on in your supply chain)
We use the ______________ to convert qualitative data to quantitative data for analysis purposes
Likert scale
Which of the following was not one of the organizational structures we saw in class?
Linear
terms in information technology
MIS: management information systems; generates data for managers to hav ea view of what's going on in the organization data: the attributes (name, major, resident vs non resident) information: the organization of the attributes in an understandable and useful form
Which of the following is not part of the "pattern in the enterprise" business model
Managerial Pattern
Which of the following is not part of the "patterns in the enterprise" business model
Managerial Pattern
Independent Contractor
One who works for, and receives payment from, an employer but whose working conditions and methods are not controlled by the employer. An independent contractor is not an employee but may be an agent.
To analyze an industry rather than a company we would best use:
Porter's Five Force
Suppliers and customers and substitutes are found in
Porter's Five Forces
Suppliers and customers and substitutes are found in the:
Porter's Five Forces
Age Discrimination in Employment Act of 1967
Prohibits discrimination against workers over the age of 40 and restricts mandatory retirement highly punishable in court pregnancy: can't treate pregnant women differently
Expertise and information efforts are found in the ______________ change strategy
Rational Persuasion
In the Deloitte case - "Sometimes it Takes a Revolution" we saw the change strategy(ies) of
Rational Persuasion
Which of the following is a change strategy?
Rational Persuasion
Of the types of powers that we discussed in class Lou was best characterized by his ______________ power
Referent
In class we used the term ______________ to describe a job
SKA
The term(s) we used for job design was
SKA's
It is important that a job description be made in terms of the related
SKA's or skills knowledge and abilities
Internal analysis and external analysis is found in
SWOT
In terms our strategic lenses we saw the internal and external analysis in the ______________
SWOT analysis
We see the external and internal analysis in the ______________
SWOT analysis
The four types of ethics are
Societal Occupational Organizational Individual
An organizational chart indicates that you have four consultants working for you on a project. The term that is related to this reporting structure is
Span of control
In the value chain we see the functions of the organization can be separated into two categories. They are ______________ functions and ______________ functions
Staff; line
From our discussion on ethics, employees and customer and managers are examples of
Stakeholders
When we talk about the "reach of the organization" we are considering the effect the organization has on its ______________ and not just its markets for its products or services
Stakeholders
In the IBM book we saw examples of ______________ when units of the company did not cooperate with each other such as the hardware units not support the subsequent sales of the IBM software to their customers
Suboptimization
principal and agency
The client of a brokerage (the agent under common law), who gives the brokerage the authority to represent him or her. agent walks in the principal's shoes and acts/makes a decision (principal delegates authority to agent and all conflicts of interest resolved with contract)
BATNA (Best Alternative to a Negotiated Agreement): sets the barging zone (how low/high will i go)
The course of action that a person will take if a negotiation ends in an impasse to negotiate internally want to construct a BATNA to weigh the importance of negotiating agreement needs to be real and actionable and not some idea -- you want ot get something it is your best outcome of the negotiation if all else fail no the walk away point or the reservation point, those are not actionable so no results a form of game theory -- know what the other party wants
trust
The willingness of one person or group to have faith or confidence in the goodwill and competency of another person, even though this puts them at risk. competency more important because cant solve incompetence but can control goodwill
In the value chain we see the function of the organization an be separated into two categories
They are staff function and line function
Even though Lou was not from the IT industry, those at IBM could ______________ him because of his reputation - his first approach to management was to "manage by principle."
Trust
The 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 is
Trust
We use a GDS to reduce
Undue influence by others on another person choice
As a staff member in an organization your have two bosses in
a matrix management structure
component business model
a perspective that puts things into compartments that are attached to each other business model in which business functions are specialized and modularized - core competencies: functions or capabilities that are most efficient, optimized, or provide the most competitive advantage (unique to company that you do best in your company (legal, product design)) - outsourcing: having external service providers perform some activity formerly carried out by a functional organization (facilitated by componentization; decide what you can and can't outsource)
adverse impact
a substantially different rate of selection in hiring, promotion or other employment decision which works to the disadvantage of members of a race sex or ethnic group written tests typically have higher levels of adverse impact against minorities and physical tests have impact against women genuine discrimination intent can be another reason why it occurs in selection processes simply describes the differences between groups on a testing process and might lead to discrimination, not discrimination itself one employer requires pass highschool academic test not related to job and have highschool diploma, many POC didn't have diplomas refers to a total employment process which results in a significantly higher percentage of a protected group in teh candidate population being rejected for employment, placement, or promotion
ERP (Enterprise Resource Planning)
a suite of applications called modules, a database, and a set of inherent processes for consolidating business operations into a single, consistent, computing platform links transaction processing systems with operational information systems into one integrated system that include at least these two characteristics 1. best practices; hard coded this way so we don't change things 2. single source of information (so no redundancy of data; can be risky to the organization so maybe 80% fo the ERP effort is for security, backup, recovery, validation and verification of data) - name in name file, grades in course file to reduce amount of data to increase storage with better control because we know where all the data is - single source to all functions - generally requires the use of data centers
operant conditioning
a type of learning in which behavior is strengthened if followed by a reinforcer or diminished if followed by a punisher cat wants to get out -- needs to hit paddle to escape, over time quicker press for freedom cat will naturally remember what it did to escape the previous time, has learned through natural consequences hired for marketing: put together presentation for client in 2 weeks. 2 years later. you can prepare presentation in 6 hours a basic characteristic fo classical conditioning, in comparison to operant conditioning, is that the learning is automatic and nonconscious success brings with it satisfaction and along with it a strengthening of the relation of the experiences (make sure work is rewarding)
In our discussion on strategic thinking, we could see at the start of the IBM Lou used ___________ to outline the short term goals.
a vision over strategy to focus on the customers
The two theories of discrimination discussed in class were ______________ and ______________
adverse or disparate treatment adverse or disparate impact
The terms "sexual" and "racial and ethnic" in the area of human resources management are related to
adverse treatment
The term we used in class to characterize IT was
an enabling technology
structured query language
an international standard language for processing a database look into/structure a database generates a program for you with SQL code
matrix management
an organization system in which people have responsibility to both a task or project and to their department -- people with similar skills are pooled for work assignments (more service industry rather than manufacturing; may need to work under several managers to get their job done -- one for function and one for the project) needd to accept you will be somewhat inefficient, but this is only effective way to get work done in ways to resolve conflicts
operational information systems
applications that move along the supply chain: inventory control, order-processing, procurement, human-relations management takes data from TPS and moves it along the supply chain like inventory control, hiring gets you to an ERP
I our discussion on decision rights it was pointed out that the process is :
better used for unstructured decisions
In the beginning of the IBM book we saw a good example of a manager dealing with
both micro and macro problems
In the beginning of the IBM book we saw a good example of a manager dealing with:
both micro and macro problems
The conceptual supply chain is
broader in scope than the physical supply chain
organizational design
buy side -- strategy --- sell side people (relations, capitol) -- culture (ethics) -- structures (information systems) -- tasks -- systems (data processing; supply chains) position management: manage job designs; data processing application that looks at an organization to see how we manage our employees on a one on one basis - there is no average employee, there is an each employee; allows you to manage each position (vacancy here, need to promote this employee)
In the IBM book, the marketing meeting had an example of
centalization
Going back to The Goal for a minute, when Alex showed up the plant at the start of the book and saw that Peach was there, we, as discussed in class, had an example of
classical learning
From class the term "exempt" has to do with
compensation law
The principal and agent problems is solved with the/a (an)
contract
Likert scale is used to
convert qualitative data to quantitative data
In the IBM book, the marketing meeting had
copies of the advertisement pasted to the walls
rational persuasion
creating change through rational persuasion and empirical argument; lou using marketing person power base: expertise managerial behavior: informational efforts likely results: highly variable depending on acceptance of change
In the Duke Hospital case the saw the use of ______________ in the development of the ______________
cross-functional teams, clinical pathways
In class we used the example of Lou having a drink on the corporate jet as an example of the
crossover
In the Duke Hospital case the part of the balanced scorecard that was first seen in the case was
customer
In the Duke Hospital case the part of the balanced scorecard that was first seen in the case was:
customer
Porter's Five Forces are
customers suppliers new entrants substitutes industry rivals
The terms "Inputs" and "Outputs" and "Outcomes" and "Activities" are related to the analysis of
decision making
SKA's for job design
defined for each particular job a. Skills: something you can do like work with excel b. Knowledge: something you know (a and b easy to see in an interview) c. Abilities: to learn skills/knowledge; pretty well set, like ability to work 24 hour shift
In the IBM book we can see that Lou was driven more by the ______________ than the other answers provided
demand chain
Family and Medical Leave Act (FMLA)
designed to assist families manage family issues by permitting families to take leave without pay 12 weeks of unpaid leave big firms already offer this paid
the term "Authority" has to do with
directing the work
IT as an enabling technology for the flat organizational structure
enables manager to make better and faster decisions horizontal information flow such as predictive models: taco bell - taco bell is a smaller building owned by pepsico without a itchen with a centralized kit to decrease cost and increase quality and use data system for information as a tool to decrease waste and increase sustainability, thus increasing control for organization control purpose of the hierarchal structure can be provided by IT reporting and communications -- dashboard as an example
The primary difference between a project and a process is
end results
Patterns in the enterprise - Three of them
enterprise and component business model - Buy side -- sell side -- patterns in the middle Buy side patterns: deal with suppliers - procurement is the simplest business pattern; one buyer buys something from one seller - Direct procurement: goes into your product (direct materials, labor, can physical touch that go into product) - indirect procurement: overhead, landscaping, cafeteria, legal work, cell phones -- Find a lot of places for cost savings, but not have an adverse effect on the organization -- Component business model to find efficiencies in the organization from a financial perspective sell side patterns - order management and fulfillment -- offering product catalogs, taking orders, filling them as promised - channel management: working with distributors, retailers, other partners - customer relationship management: marketing sales, customer service, field support patterns in the middle: - design and engineering: how to make their stuff and collaborating with people who make materials and components - manufacturing: actually making the stuff, collaborating with those downstream towards the customer - human resources, finance, MIS -- assembling and taking care of the people who do everything else - information systems: designing, deploying, supporting computing and communications infrastructure
domain analysis or the sociotechnical systems approach (STS)
example of the systems approach in the management sciences school of management - in middle of 20th century some of the optimistic predictions of the impact of technology on business efficiency and productivity were confounded -- examples of the introduction of technology being associated with implementation problems often linked to the resistance by the work force and a failure to achieve the expected benefits - what was needed was a fit between the technical subsystem and the social subsystem, which together made up an organization - technical subsystem: comprises the devices, tools, and techniques needed to transform inputs into outputs in a way which enhances the economic performance of the organization - social subsystem: comprises the employees at all levels and the knowledge, skills, attitudes, values and needs they bring to the work environment as well as the reward system and authority structures that exist in the organization - environmental subsystem: includes customers, suppliers, and the rules and regulations -- formal and informal -- which govern the relations of the organization to society at large williamson interview at carnegie mellon that while focused on economics benefited from the interdisciplinary approaches at the university that had a particular appreciation for the behavioral sciences
What Google learned from its 'Quest to Build the Perfect Team'
focused on group norms (traditions, behavioral standards and unwritten rules that govern how we function when we gather): one team comes to consensus that avoiding disagreement more valuable than debate norms unspoken or acknowledged with profound influence -- group norms typically override individual proclivities and encourage deference to the team the right norms could raise a groups collective intelligence but wrong could hobble a team even if all members are bright two behaviors that all good teams shared: equality in distribution of conversational turn taking and high average social sensitivity (intuition) -- gauged by reading the mind in eyes test psychological safety: traits like conversational turn taking and average social sensitivity for group culture (shared belief held by members of a team that the team is safe for interpersonal risk taking); sense of confidence that the team will not embarrass, reject, or punish someone for speaking up; team climate with interpersonal trust and mutual respect as long as everyone got a change to talk, the team did well, but collective intelligence declines if one person spoke all the time give common platform and operating language when companies try to optimize everything, its easy to forge tthat success is built on experiences that cant be optimized
who uses six sigma
food processors, banks, hospitals, manufacturers -- those organizations that rely on processes to produce outputs implication for the organization - edward deming and the quality movement - the red bead experiment
types of teams
formal and informal: formal = established temporary and permanent: permanent usually formal cross functional: people have different skills (can end up in conflicts) virtual team: alex talked to jonah on the phone self managed team: no boss hierarchical team: peach's team where peach is the boss types of teams in part reflection of the culture of the organization
Usefulness of information
frameworks to know if information is useful timeliness: info available in time to make the optimal decision relevance: only the information needed by the manager is provided completeness: information that is needed is providing and if not then uncertainty, ambiguity and risk increase quality: the accuracy and reliability describe quality; accuracy is relationship to reality and reliability is related to the variation of the results in repeated tests ex: blood test in emergency room not very timely use abbott tablet with probe put into blood to give relevant blood results (contaminants) that is as good of quality but more timely
statistical process control: an example of fact based analysis management tool
from total quality management (TQM -- tool of management sciences school): six sigmas and statistical process control - six sigma process is one in which 99.999966% of the products manufactured are statistically expected to be free of defects - motorola set a goal of six sigma for all its manufacturing operations and this goal became a byword for the management and engineering practices used to achieve it - -3 to 3 sigma - drum is never 100% due to statistical fluctuations actionable to our systems approach in statistical process control --- work with reality of statistical fluctuations through SPC tool
The terms "dispositional" and "situational" are related to
fundamental attribution error
In the Deloitte case we saw the importance of ______________ to be able to make a change
getting the facts
For IBM their transformational change can be best characterized by which of the following
going from a hardware company to a service company
The terms "sexual" and "ethnic" are both related to ______________ discussed in class
harassment
CSF's found on the dashboard as discussed in class in included
headcount
reputation
how others see managers and organizations as a result of their ethical behavior - reputation leads to trust.
human resources vs human capital
human resources: you use/exploit resources, bu tyou invest capital hard to find/keep good people historically human capital called personnel
independent contractor checklist
if yes to first 4, you are dealing with an independent contractor 1. profit or loss: can worker make a profit or suffer a loss as a result of work 2. investment: does worker have investment in equipment used to do the work 3. works for more than one firm 4. services offered to the general public protection to individual dont pay social security, have write offs
earliest applications of the sociotechnical systems concept
in british coal mining the traditional short wall method utilized small, cohesive work groups working as autonomous teams technological advances by engineering efficiency experts determined that the short wall method was inefficient and introduced the new technical system of the long wall method long wall method resulted in lower performance and higher absenteeism; production decreased because they had failed to consider the impact of the changes on the psychosocial or cultural system long-wall: one miner operates the slicer and a coveyer carries the coal back to the carts that take the coal to the surface short wall method miners worked in pair or in small groups to extract the coal and then take the coal to the surface - team effort so nobody was by themselves reintroducing a team approach and providing pay incentives allowed better productivity and morale (different from hawthorne experiments where no new technology was introduced) but the work setting was changed change in one domain can affect another domain negatively - STS identities conflict and looks at organization as a collection of systems
A difference between classical conditioning and operant learning is
in operant learning the response time improves
what drives an organization
in teh goal, alex learned that the plant should only make what it will sell - the pull factory rather than the push factory in the IBM book, lou said the marketplace dictates everything we should do (bounded by the marketplace) williamson interview the organizational opportunities to reduce transaction costs in the way we structure the organization THE MARKETPLACE DRIVES THE ORGANIZATION industry structure: what are we going to make an dhow will we reduce our transaction cost? use competitive strategy to determine what our customers want and what our value chain covers. value chains tell us how to manage the firm and tells us waht business processes we should do (determines the supply chain) business processes help us to be efficient and determine what our customers really want and to get out of the culture of no then we get to organizational management to determine how we manage that business process organizational management driven by the efficiencies and effectiveness found in industry structures. use strategic lenses that link the organizational environment (the external) to the organizational management (look at HR, IT, business processes, conflict resolution) to see strategy rather than operational view
In terms of our discussion on the value chain we introduced the topic of the component business model. The term related to the acquisition of inputs that do not go directly into the finish good is
indirect procurement
types of ethical frameworks
individual: personal standards and values on how one should interact with others (shouldn't steal, lie; we should all embrace this) societal: how members of a society should interact with its members (safe roads) occupational: standards of behavior for a profession or trade (professional standard to uphold) organizational: guiding practices for a company's managers to view their responsibility to stakeholders and not just stockholders/owners our competitors are our friends, our customers are the enemy
The terms develop and diffuse and integrate are related to our discussion on:
innovation
Thinking about the section in the IBM book on "the culture of no" it would best be described as Lou addressing
internal business processes
information technology
involves operating computer networks that can store and process data management science school
The term "SKA" has to do with
job design
job design and position management
job design is individual, you want to know their job responsibilities to determine how to hire potential applicant Head count: as a critical success factor - CSF (how many people work for the company an example of what we see on the dashboard. Dashboard: display electronically/terminal...the important parts of the company - tells critical success factors and things that are critical for you to know (reports, whatever status you're concerned with)
A fair and equable distribution of benefits and harms is a characteristic or benefits of the
justice rule
The ______________ argues for a fair and equable distribution of benefits and harms
justice rule
The __________________ argues for a fair and equable distribution of benefits and harms
justice rule
Operant conditioning can seen as
learning due to the consequences of our actions
the deloitte case change management
loss of future growth less than satisfactory return on investments in human capital
For rational persuasion we need
lots of information
team characteristics
make sure team tasks work - trust: honest and trust capabilities to get things done - feedback processes: how we will report status to know we're getting things done - channels of communication:emails, verbal meetings - approaches to decision making: vote, assign responsibility -- how we make decisions - acceptance of goals - shared values and beliefs
The application or purpose of the ANOVA test is to analyze the ______________ of the populations
mean
In terms of strategic thinking _________ is what we do - the "verb" and _________ is how we want out stakeholders to see us
mission value
internet applicant regulations
more complicated fro employers to analyze their hiring processes for discrimination due to technological advancements primary purpose to clarify 1. define internet applicants 2. outline recordkeeping requirements relative to hiring done thorugh the internet or related electronic data technologies 3. describe the information employers must solicit and submit to the OFCCP to evaluate impact within their selection processes
In the Duke hospital case to fix their problems they
moved from a mission-bound focus to a goal-oriented focus
SWOT analysis (strengths, weaknesses, opportunities, threats)
need lots of details internal analysis includes organizational competencies such as the targets for the transformational change external analysis includes the driving forces for transformational change gold standard of statistical analysis -- tells you what you can do situational analysis: what am i good at and what opportunities are there? internal analysis: strengths to exploit and weaknesses that could be attacked by threats external analysis: opportunities to use strengths for and threats
In Gerstner's book, for IBM he stated that IBM
needed to execute its current vision and mission
relational databases allow for ease of access to data to make decisions as a manager
one to many relationship by use of pointers and addressing minimize data redundancy increase data access and data security (more security over less data) amazon can find out how many times youve bought a sweatshirt
physical supply chain
one you have actual ownership of: contractual or own yourself What you physically manage everyday
The business process reengineering approach is best described as
operational
The terms "organizational structure" and "management control" and "strategy" are all related to ______________ discussed in class
organizational architecture
An exempt employee is exempt from
overtime compensation
An exempt employee is exempt from:
overtime compensation
behavior and learnings
part of the process of changing business processes (learning needs to be managed/understood)
From our discussion in class such as the Baxter case, the ideas of tiers such as "Tier 3" or "Tier 2" was that the tiers were
part of the supply chain
In the HBR article "Sometimes it Takes a Revolution" the author stated that "...women were evaluated on their ______________; men were evaluated on their ______________
performance; potential
The change management methods that would best characterize the Duke Hospital case would be the ______________
phase method
One of the terms we used for "decision making" was:
process
BPR has to do with
process issues primarily
Four P's
product: or services, can it satisfy our target market? place: where to sell it promotion: advertise, branding price: don't want to sell at cost but at below value they'll get in return all were wrong in the IBM book (product: computer company to service company) drives company and tactics will follow -- all overlap which together make up the marketing mix/strategic mix (what do we have to have to satisfy our customers)
The terms "defined end point" and "effectiveness" have to do with
projects
Protected classes under Title VII
race, color, religion, sex, national origin
The change strategies discussed in class can be used at same time. For example, in the Duke Hospital the use of data developed specifically for the change process would be an example of ______________ change strategy while the teams that developed the clinical pathways would be an example of the ______________ strategy
rational persuasion; shared power
decision rights tools
recommender: gather and assess the relevant facts, obtaining input from appropriate parties, and then recommend a decision or action (key -- 3rd party who essentially makes a decision) agreer: formally approves a recommendation and can delay it if more work is required; tends to be the boss performer: performers are accountable for making a decision happen once its been made (lose to agreer) input: inputers combine facts and judgement to provide input into a recommendation; doesn't make a decision decider: make the ultimate decision and commit the organization to action; big boss; can also be recommender or agreer
The phases of change management include
refreezing
Trust comes from ______________ was a point we made in our discussion on ethics
reputation
legitamate power
results from managers' formal positions within the organization power due to position/granted by some authority
In the IBM book when Lou arrived there was a tendency to measure performance internally rather than by the marketplace. A way to describe this, from terms used in class, would be best by
self-referencing groups
Getting to Yes
single most important book on topic of negotiation - buying land for a plant: town knew if no agreement reached it would expand town limits to include factory then tax the factory full residential rate of 2.5 million a year - develop for BATNA: exploration of what you will do if agreement not reach with attractive alternatives developed. requires 1. inventing a list of actions you might conceivably take if no agreement is reached 2. improving some of the more promising ideas and converting them into practical alternatives and 3. selecting the one alternative that seems best negotiation is situational tourists wealth doesnt strengthen negotiating power, but weakens ability to buy pot at a low price. nee to apply wealth to learn about the price at which he could buy an equally or more attractive brass pot somewhere else
organizational system: processes: supply chain
situation where demand is stable and well forecasted, following the same predictable pattern using algorithms
domain analysis STS
social system from behavioral and technical from sciences working togehter or having conflict between the two systems center is the managerial system, which is the only system that does not have its own space (glue that holds everything together) all these teams doing business processes within systems -- want to know where these systems exist inside your organization (most systems reside in one form or the other in the supply chain) domain analysis: is y a function of x in a domain? beyond that domain the function falls apart - two domains are separate (production and marketing) they dont interact and may not have conflict, but may not be the most efficient - overlap two domains with an intersection so they can talk to each other and have a better product with different perspectives (can lead to conflict in the intersection)
The four types of ethics from class are
societal, occupational, organizational, individual
fair labor standards act advisor
some employees exempt from overtime pay provisions from minimum wage and overtime pay provisions and some from child labor provisions. exemptions construed against the employer asserting them ultimate burden of supporting the actual application of an exemption rests on the employer
In the value chain model we see the ______________ functions in the supporting activities and the ______________ functions in primary activities
staff; line
In our discussion on ethics we used the term ___________ to describe someone or something that has a claim on success or failure of the organization
stakeholder
In our discussion on ethics we used the term ______________ to describe someone or something that has a claim on the success or failure of the organization
stakeholder
In class we discussed the "reach of the organization" in terms of:
stakeholders
We used the terms "the reach of the organization" in our discussion on ______________
stakeholders
strategy
static: buy side -- strategy -- sell side people, culture, structures, tasks, and systems not static and may need to change get rid of culture of no (DNA of organization) decrease headcount by 80000 people
One of the components at the center of the balanced scorecard is:
strategy
systems approach diagram
structural subsystem: formal design, policies, and procedures of the organization or system. set forth by the organization chart and includes division of work and patterns of authority technical subsystem: 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 psychosocial subsystem (culture): network of social relationships and behavioral patterns like norms, roles, and communications including both formal and informal processes goals and values subsystem: basic mission and vision of the organization like profits, growth, or survival and are often taken from the larger environment in which the organization or system operates managerial subsystem: spans the entire organization by directing, organizing, and coordinating all activities toward the basic mission; managerial function important in integrating the activities of the other subsystems environmental system (not subsystem): settings in which the organizations exist such as environmental setting, market setting, or geographic setting; can set boundaries to behavior as well as force specific behaviors within those boundaries ** the diagnostic process in organizational behavior analysis get complicated
At the beginning of the Duke Hospital case the administrators and the clinicians were focusing on their individual goals rather than on the organization as a whole. This is an example of ______________
suboptimization
In the hospital article the comment was made that staff moved from a "mission-bound" focus to a "goal-oriented" focus. The change is best described as addressing the issue of
suboptimization
When Walt Burdick in the IBM book had the AA carry around dimes and sharpen pencils, we have an example of
suboptimization on a personal level
types of conflicts
substantive: outcomes; whats the best way to package a product? emotional or relationship: the way people work together; i like quiet, you like music -- hard to measure so difficult to resolve 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; only conflict we like to foster; we need to develop a webpage, do we want internal vs external consultants to do this? helps find a better way to achieve our goals 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; not willing to work at it
The results of a probit analysis is to test for
success or failure
The results of a profit analysis is to test for:
success or failure
anthony's hierarchy and the value proposition
supplier -- buyer = supply chain strategic planner: executives management control: in strategic and operational sides so links the two together operational control: supervisors
In a value chain analysis we see the staff functions in the ______________ and the line functions in the ______________
supporting activities; primary activities
Transaction Processing System (TPS)
supports the monitoring, collection, storage, and processing of data from the organization's basic business transactions, each of which generates data Basic business system that serves the operational level and assists in making structured decisions traditional accounting and finance applications like payroll and sales recording; the transactions (data) roll up to information (reports) -- occurs at operational information system buy something at safeway and collects that transaction will roll up in the information reports
We see the external and internal analysis in the
swot analysis
The idea of "pull" is found in
target costing
Planning and scheduling work and assigning tasks and quality control are examples of
team tasks
From class, our phrase of "2+2=5" was from our discussion on:
teams
Planning and scheduling work, training, and channels of communications are topics from our discussion on
teams
Cash generation has to do, when we consider the strategic lenses, with
the BCG growth-share matrix
BPR is best seen in
the Duke Hospital case
In class the idea of "managing by principle" was from
the IBM book
In class the idea of "managing by principle" was from:
the IBM book
To study teamwork, Southwest airlines studied
the Indy 500
With the statistical tool of ______________ we can see if there is a probability of differences in a population
the Test of homogeneity Chi-squared ANOVA Probit
Timeliness and quality, from class, are parts of
the attributes of information in the IT environment
Timeliness and quality, from class, are parts of:
the attributes of information in the IT environment
In the Duke Hospital case we saw an example of
the balanced scorecard
In the Duke Hospital case, the physician used
the balanced scorecard
In the Duke hospital case they used
the balanced scorecard
Thinking about the strategic lenses discussed in class and Lou at IBM, BPR is best seen in
the balanced scorecard
Core competencies and outsourcing are topics from
the component business model
The "patterns in the middle" middle is found in the
the component business model
supply chain
the connected chain of all of the business entities, both internal and external to the company, that perform or support the logistics function 2 perspectives: goes from end to end (where the resources come from and where do our end products go)
"We make what sell" model is from the
the demand chain
marketing channel
the people, organizations, and activities necessary to transfer the ownership of goods from the point of production to the point of consumption distributors to consumers end of supply chain - scm is competitive advantage to move up ranks - physical flow - title deed flow: where ownership changes, needs to be negotiated in contract (when do you own something?) - payment flow: how are you going to pay for it? distribution channel physical view of the marketing channel information flow: in business world if you buy dehydrator or processor, you would need info flow about how youre going to work the equipment promotional flow: how do we advertise to the consumer about our product marketing channel very complex, before you get here its pretty simple
For Lou the ______________ was dog in the BCG growth share matrix
the real estate
value chain
the series of internal departments that carry out value-creating activities to design, produce, market, deliver, and support a firm's products how to create value in an organization and eliminate waste? effective for organizations to compartmentalize the processes that go on in an organization - supporting activities: need firm infrastructure, HR (how to hire/promote), legal department, technological development (how do i maintain equipment), procurement small dollar sign on left because want to add value to make profit margin throughout value chain primary activities: activities that touch the raw materials - Inbound: how you physically get things into plant - Operations: how do change things in the plant to make x product - Outbound: how do we ship it out to a warehouse - marketing and sales: How do we market it/How do we sell that product - service: How do we service that later on - What alex did was in the primary activities
The phase from class of "can't turn corners" was from:
the strategic analysis of Wile E. Coyote
From class, resource acquisition and allocation are topic related to
the substance of decisions
From class, resource acquisition and allocation are topic related to:
the substance of decisions
Server farms are used when ________.
the website has large numbers of users
One of the reasons Lou was able to get IBM to change was
there were external pressures for change
We used the terms such as impact of culture and loss of existing benefits and redistribution of power as examples of ______________
threats to change process
Impact of culture and loss of existing benefits and disturb existing social networks are examples from class of:
threats to the changes process
The "decision making process" from class includes
two of the answer are correct ************
The test of homogeneity is
two of the answers are correct *********
The component business model includes
two of the answers are correct *******
In the component business model we discussed type of procurement such as
two of the answers are correct ********
If you are a "star" you
two of the answers provided are correct *******
In the original classical conditioning experiments, the meat powder is considered the ______________
unconditioned stimulus
In class we discussed the principal and agent theory and the potential for an expectation gap between the two parties. We mentioned in class to resolve this potential problem, organizations
use contracts to set expectations
The advantage of the chi-square model is
use observational data
force-coercion strategy
use of formal authority to create change (this is the way it's going ot be; peach says the plant will close in 6 months if things don't change) power base: legitimate, reward, coercive managerial behavior: direct forcing (telling you what to do), political maneuvering likely results: faster but may only be temporary due to push back by employees
power
used to change beliefs and or behavior or attempts to do so needed to effect change to have authority you need to have power authority: the ability to command, direct, or influence thought, opinions or behavior (at the strategic level) power alone does not give authority use authority to get referent power and then reach leadership
The supporting activities are found in the
value chain
In our discussion on strategic thinking, the organization resources were seen in the:
value proposition
change will occur where information is used
want the facts optimizing and satisficing analysis: use the chains to do this; where bulk of management changes operate in IT consulting there is a saying: when you cant learn a new trick you are an old dog; the learning organization is closely related to information technology; changing nature of IT horizon of organizations IT affected the way information behaves and how IT affects the organization for us is limited to how decisions are made interested in how IT affects the decision making process, not in the technology itself
southwest air and the indy 500
you win at the track, lose the race in the pit one year the southwest airline manager was asked to go to the indy 500 and thought how does it work? pit crews looked like southwest grounds crew constraint: gates in airlines reorganize pit crew into teams to get things done passengers part of the crew so no reservations so there isnt time wasted finding your seat pilots help clean the plane and everyone has something to do 1. i have to get my job done 2. then i can start helping those around me
zero to one
zero to one is the hardest step, the steps that come after that are easy recruiting is a core competency for any company
