Comm 210 Theories
Griener Claim
An organizations growth is characterized as a series of developmental phases, phases of evolution and revolution
core values
Are a system of guiding principles of what is important, companies should never change their core values in response to market changes, it should change the market
Internal (business) Perspective
Ask employees for opinions and feedback to see what the company needs to improve on. Managers need to focus on critical internal operations ( mission-oriented and support process)
BHAG
Big (motivating) Harry (risky, unpredictable) Audacious (daring, bold) Goal, this is a goal the company sets for itself with the hopes of achieving over the 10-30 years
Unrelated Diversification
Chandler does not support unrelated diversification because that involves getting into a business that managers of the company do not have knowledge about. This is not their expertise.
Right of the Spectrum: Subordinate Centered Leadership
Collective decision making
Greiner (similar to Handy):
Each stage would be a new curve. This is very similar to Handy, however, must remember that Handy says to start thinking about change, and start changing before it's too late
Myths about Motivation - Spiraling Wages
Employees expect the next pay increase and not get wage cut
Kaplan & Norton Claim:
Financials are not a proper indication of how a company is operating, managers want to see a balance between finances and business operations
Customer Perspective
Focusing on the feedback from customers. How a company is performing from a customers point of view, this is a huge focus for managers. Develop metrics for customer satifaction
Vivd Description
Get people passionate and motivated to achieve goals, inspire people by describing what the company environment be like when they achieve their BHAG
horizontal job loading
Getting different jobs but very similar. Dull jobs. Example: Going from filling spice bottles to putting labels on the spice bottles.
vertical job loading
Gives people the opportunity to decision making jobs. Gives upper level jobs, gives some responsibility
Innovation and Learning
Global competition requires that companies make continual improvements to products and processes. This relates to Chandlers concept of "research and development" a company must invest in order to make improvements
Collins & Porras (similar to Handy):
Have to keep core values and core purpose along with change. Envisioned future: get people excited about the goals! They also say that you must avoid the we have arrived syndrome, meaning keep thinking about the future, never stop.
Hertzberg Claim
Hertzberg's two factor theory analyzes how certain factors in the workplace can cause motivation through job satisfaction, while other factors demotivation through job dissatisfaction.
Financial Perspective
How can we ensure profitability for our share holders?Typical financial goals have to do with profitability, growth, and shareholder value. Important to create value
Research and Development
Innovations to improve quality or products
Middle of the Spectrum
Manager presents tentative decision subject to change, consults with subordinates
Decisional Roles - Negotiator
Manager responsible for making deals and negotiating contracts, strikes etc
YING & YANG
On the one side a company must stay true to its core values, ideologies and purpose. On the other side a company must stimulate progress through BHAG and an envisioned future
Left Side Spectrum : Boss Centered Leadership
One sided decision made by the manager
Coercive Power
Power through negative reinforcement (someone who has the power to punish you) - Hertzberg (negative KITA)
Reward Power
Power through the ability to mediate rewards (someone who gives you promotions or rewards) - Hertzberg (positive KITA)
vision
Provides guidance on what future goals to work toward
Referent Power
Referring to a group or person and wanting to be like them. You hold certain attributes or qualities they want, this gives you power over the other person. - based on attracting and building loyalty
Legitimate Power
Someone of a particular status that has status over people (police man) - Mintzberg refers to this
Expert Power
Someone who has a lot of knowledge about a particular subject, they have power over you because they know more than you. Ex: doctor - based on knowledge perception
Tannenbaum and Schmidt Claim
Successful managers cannot be characterized as democratic or autocratic but rather assessing behaviours and situations and acting accordingly
What does the balanced score card do
The balanced score cards gives top level managers an overview of how the business is performing
Handy Claim
The sigmoid curve represents the life cycle of products and of business organizations, Handy advises managers to be prepared for the decline while also beginning the development of their second curve.
French and Raven Claim:
There are many different forms of social powers that can influence individuals within the work place
Mintzberg Claim
There are many untrue myths about managers and their jobs, Mintzberg identifies and defines the key characteristics and job responsibilities managers have within an organization
EX: Coca Cola - wanted to start their second curve:
Wanted to break into the breakfast market: so they bought minute maid orange juice, they partnered with McDonalds and OJ accompanies the breakfast trios.
value
What makes you
Collins and Porras Claim
a successful business will stay true to their core purpose and values, while adapting their business strategies and practices to the outside world
Motivational Factors Lead to Job Satisfaction
achievement, recognition, work itself, responsibility, advancement or growth
The shaded region on the curve
an area of conflict (for example if there is problems with a product, management from first curve will demand the allocation of resources to be put toward the first curve)
You do not know when you are going to peak therefor
assume you are always going to peak
Diversificaton
companies buying a variety of other businesses that managers have knowledge in
purpose
companies reason for being, what its goal is
Hygiene Factors Lead to Job Dissatisfaction
company policy and administration, supervision, salary, status, work conditions, personal life
Revolution 2
crisis of autonomy conflict between lower level and top level managers, very boss centered hierarchy
Revolution 3
crisis of control upper management losing control of company become frustrated
Revolution 1
crisis of leadership when the company grows you need a manager who is able to guide and solve problems that may arise
Revolution 4
crisis of red tape conflict between managers, too much bureaucracy for company to function under the use of a formal system
Revolution 5
crisis? employees may be too old for innovation
Economies of Scale
doing things on a greater scale so its cheaper ex: buying in bulk or increasing production
Globalization (geographic expansion)
expand as much as possible in oder to make larger profit
Myths about Motivation - Human Relation Training
fails to motivate, leads to higher expectations
First Movers
first to hire, to grow, to arrive at a new product. This gives the company competitive advantage, once competitive advantage is lost its hard to get it back
Evolution 5
growth through collaboration interpersonal collaboration, team work
Evolution 4
growth through coordination implementation of a formal system within the company
Evolution 1
growth through creativity creating the product and the market
Evolution 3
growth through delegation decentralized hierarchy, authority spread to other managers
Evolution 2
growth through direction manager gives direct leadership
Interpersonal Roles - Figure Head
head of an organization, these managers must perform certain duties (taking clients out to lunch, parties etc)
Left 1: Manager makes a decision and announces it
identifies problem and makes decisions for possible solutions, subordinates have no opportunity to aid in process
Left 2:Manager sells his decision
identifies the problem, explains decision hoping to persuade the subordinates
Value
if it adds value to the business or not
Imitability
if it is easy to copy or not
Rareness
if you have a product or skill that is rare
Barney Claim
in order to gain competitive advantage a firm must apply a VRIO framework in order to ensure that their product or service is the only one like it on the market
Negative Psychological KITA
invisible cruelty, internal bleeding (do not lead to motivation but movement)
Folklore
is a myth about the manager (reflective, systematic planners)
Point A (first curve peak)
is where the organization has maximum energy and resources
Negative Physical KITA
literal application of this term (to kick someone to get them to do something)
Decisional Roles - Resource Allocator
manager responsible for delegating tasks and responsibilities
Informational Roles - Monitor
manager scans the environment for information and new ideas
Decisional Roles - Disturbance Handler
manager that responds to pressure, handling problems internally and externally (bankruptcy, strikes)
Decisional Roles - Entrepreneur
manager who believes in innovation, who initiates changes and wants new ideas
Interpersonal Roles - Liaison
manager who makes contact outside of the organization (give their team external information they normally would not have access too)
Informational Roles - Spokesperson
manager who sends information to people outside of their unit and informs people who control the organization (send info outside organization and to the boss)
Interpersonal Roles - Leader
managers are responsible for the work of the people in their unit (motivating and training his employees)
Separation of top and middle managers (in the case of unrelated diversification)
managers try to gain a competitive advantage by investing an industry they have no knowledge in (this ignores managerial enterprise)
Myths about Motivation - Reduce Time spent at work
motivated employees do not want more time off work
Forces in the Subordinate
need for independence, readiness to assume responsibility, tolerance for ambiguity, understanding for organizations goal
core ideology
provides guidance and inspiration, what the company stands for, what they believe in and who they are
Right 1: Manger defines the limits
requests the group to make decisions, group including the manager makes decision all together
in order to develop the second curve you need:
resources (money and people)
Positive KITA
rewards, incentives, promotions are given out
Informational Roles - Disseminator
the manager who passes information directly to subordinates, who normally would not have access to it
Myths about Motivation - Fringe Benefits
these have become a right and not a reward
Point B (second curve)
this is hard to regain energy and resources to start a new curve (not the same managers who started the first curve)
Forces in the Situation
type of organization, group effectiveness, the problem itself, pressure of time
Organization
use of resources efficiently (leads to sustainable competitive advantage)
Forces in the Manager
value system, confidence in subordinates, leadership inclination, feelings of security in uncertain situations
Fact
what they actually do as a manager (action oriented, dislike reflective activities)
Core Purpose
The companies reason for being, these are the ideals that influence the work of the company
Chandler's Claim
companies are able to grow and become a global success if they profit from economies of scale and scope and if they make constant attempts to diversify their business
Right 2: Manager permits
the group to make decision within the prescribed limits
For organizations to have constant growth they need
to anticipate the decline of their first curve (first product) and begin the preparation for their second curve (second product)
Update Manager
to keep the company and business ventures current and fresh it is important let other people manage the business, if the old manager has been in power for a long time.
KITA leads
to movement, not motivation (movement is fear of punishment, motivation is rewards from challenging work
Job enlargement
(like horizontal job loading). Getting a larger job but it is still dull and boring.
job enrichment
(like vertical job loading). Must make jobs BETTER, not just bigger.
