... Mon. May 5. 2014. Chapter 1 -‐ Organizations and Organizational Theory Org theory helps us understand and explain what happened to an org in the past and what may happen in the future so that we can manage orgs more effectively. Important to choose the right change strategy and design the right structure depending on the changing environment and its impact on the org à orgs are not static! Adapt to external env. *Theory: ideas about what something is, how it works; the key elements are generalizability, explanation, prediction! Large, successful orgs are still vulnerable; orgs are only as strong as their decision makers. • Current Challenges • Challenges today are different from the past, so org theory is evolving. • Top execs say that coping with rapid change is the most common problem in orgs. • Globalization: world is shrinking with rapid advances in tech/communications à ...
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...Workforce diversity (L9, chapter 14: 34) Benefits diverse workforce for organisations in terms of creativity and so on, different approach diversity management, how might be diversity, Ethnicity in job applications * Fictional CVs, online applications * Entry-level jobs * Same CV, different names * Name as indicator of ethnicity What is diversity? Diversity encompasses any characteristic used to differentiate one person from others Primary dimensions: age ethnicity, gender, sexual orientation … Secondary dimensions: educational attainment, geographic location, income, marital status, religious beliefs … The EEO approach The creation of conditions to ensure that staff have an equal chance to seek & obtain e/ment & promotion Governments – legally driven approach * Anti-discrimination legislation * Affirmative action act 1986 – equal opportunity for women in the workplace act 1999 (changed name which better reflect the purpose of the legislation). Anti-discrimination * AU: federal & state / territory legislation * Discrimination: unfair treatment of a person or minority group based on prejudice(偏见). * Direct discrimination: Person with attribute treated less favourably than person without attribute. * Indirect discrimination: Policies/practices which appear neutral but which have the effect of excluding or treating unfavourably groups of people on basis of attributes. Affirmative action Programs that require...
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...Which of the following is not a core characteristic of the decentralized federation structure? D. Reporting and oversight conflicts prevail Which of the following is not a core characteristic of the coordinated federation structure? B. Subsidiaries are regarded as key sources of knowledge and expertise. Which of the following is not a characteristic of the companies with centralized hub structure? C .Most of the manufacturing and product development is executed but the subsidiaries Which of the following statements regarding knowledge diffusion is correct? A In a decentralized federation, knowledge is developed in national subsidiaries and diffused Which of the following is not a characteristic of companies with a transnational strategy? Knowledge is developed centrally and adapted locally Isatis CO has successfully transitioned from a global strategy to a transnational strategy Which of the following descried the likely configuration of assets and capabilities that now most likely prevails at isatis C Dispersed, specialized and interdependent Which of the following describes the preferred sequencing of changes associated with implementing the typically more effective emerging change process model a.Change in individual attitudes and mentalities, then change in interpersonal relationships Which of the following strategic approach and strategic capabilities cannot be paired? d. global strategy and national responsiveness Frank is director of technology in an MNE...
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...surrounds us all. Culture helps us understand how it is created, embedded, developed, manipulated, managed, and changed. Culture defines leadership. Understand the culture to understand the organization. Defining Organizational Culture culture is customs and rights. good managers must work from a more anthropological model. Each org has its own way and an outsider brings his/her baggage as observer. Understand new environment and culture before change or observation can be made. 1. Observe behavior: language, customs, traditions 2. Groups norms: standards and values 3. Espoused values: published, publicly announced values. 4. Formal Philosophy: mission 5. Rules of the Game: rules to all in org 6. Climate: climate of group in interaction 7. Embedded skills: 8. Habits of thinking, acting, paradigms: Shared knowledge for socialization. 9. Shared meanings of the group 10. Metaphors or symbols: Culture: norms, values, behavior patterns, rituals, traditions. Culture implies structural stability and Patterning and integration. Culture is the accumulated shared learning from shared history. 2 problems all groups must deal with: 1. survival, growth, and adaptation in environment 2. internal integration that permits functioning and adapting. Culture Formally DefinedA pattern of shared basic assumptions...
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...ingredients of learning org 50 21st century manager 51 2 dimensions of environmental uncertainty 91 4 absolutes of management for total quality control 94 4 steps in control process 202 4 criteria of a good performance obj 207 A Administrators 17 Agenda setting 23 Administrative principles (Henri Fayol) 37 Administrative principles (Mary Parker) 37,38 Argyris’s theory of adult personality 43 Autonomy and entrepreneurship (att of perform excel) 49 Agile manufacturing 95 Absence of prejudice and discrimination (Mul org) 100 Afirmative action (Mana diver) 104 Action orientation (Plan benefits) 193 Advantage oriented (Plan benefits) 193 After-action review (controlling) 201 Asset management (info + finan control) 203 Area structures 252 Authority (dele + empower) 263 Accountability (dele + empower) 263 Authority and responsibility principle (dele + empower) 263 Advisory authority (org) 265 B Belief in human capital 13 Bureaucratic organization (Max Weber) 38 Bias toward action (att of perform excel) 49 Biculturalism 103 Benefits of planning 193 Budget 197 Benchmarking 199 Best practices 199 Benefit of MBO 207 Break-even analysis 209 Benefits of functional structures 250 Boundaryless organizations 258 C Corporate governance 9 Careers 9 Critical skills for the new WP 11 Contacts 11 Changing nature of organization 13 Command and control (change in org) 13 Concern...
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...which of the following strategies? • R-strategy • Specialist strategy • K-strategy • R-specialist strategy 3. Building alliances with important customers is a valuable tactic because: • external linkages can provide power • stakeholders share goals • control of information provides power • common ties are a source of power 4. Stakeholders will generally participate in an organization if • contributions exceed inducements • inducements exceed kickbacks • payments exceed contributions • inducements exceed contributions Want ORG 581 download now ORG 581 5. At the B.A.R and Grille Restaurant, Bob and Amanda took turns cooking and waiting on tables. This type of organization is • complex • specialized • simple • coordinated 6. A large retail store has a high level of organizational inertia. Managers and employees are highly resistant to change. Which of the following is most likely to encourage organizational learning and improve the quality of decision making? • Experimenting with new ideas • Replacing the top-management team • Adopting a mechanistic structure • Listening to dissenters 7. If a company needs a high level of coordination among group members • top management should be organized in a circle configuration • it is better for top-management membership to continuously change • top management should be organized in a wheel configuration • it is better for top-management team members to have similar backgrounds 8. ________ is...
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...technology. Teaching, learning, and computing report, report 8. Retrieved February 25, 2008, from http://www.crito.uci.edu/tlc/findings/report_8/startpage.htm Apple Classrooms of Tomorrow (ACOT). (2000) Influences and barriers to the adoption of instructional technology. In Proceedings of the mid-south instructional technology conference. Retrieved April, 20, 2008, from http://www.mtsu.edu/%7Eitconf/proceed00.htm Van Dusen, J. (2000) Integrating technology into the classroom: eight keys to success. J Technol Teach Educ 10(1):95–100 Perkins, L. (2001) Putting the pieces together. Paper presented at the international conference on learning with technology, does technology make a difference? Temple University, Philadelphia, March 2000 Erickson, N. (2002) Combining universal access with faculty development and academic facilities. Commun ACM 41(1):36–41. doi:10.1145/268092.268106 CrossRef Roblyer, L. (2007) Oversold and underused: computers in the classroom. Harvard University Press, Cambridge, MA 1. Glyn, P. (Winter 2005) High access and low use of technologies in high school classrooms: explaining an apparent paradox. Am Educ Res J 2. Debard R, Guidera S (2000) Adapting asynchronous communication to meet the seven principles of effective teaching. J Educ Technol Syst 28(3):219–230. doi:10.2190/W1U9-CB67-59W0-74LH CrossRef 3. Dede C (2000) Rethinking how to invest in technology. In: Pea Roy D (ed) Technology and learning. Jossey-Bass,...
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...Find more on www.studymaterial.ca ADMS 2511 MIS Notes Ch 1 – Modern Organization in the Global, Web-Based Environment Management information systems (MIS)- deals with the planning of info tech to help people perform tasks related to info processing and management Information technology (IT)- any computer-based tool used with info to support the needs of an org Importance of Planning for IT -a new info system can apply to the whole org, or a specific area of the org Application portfolios- are groups of new system proposals (apps that have to be added/modified) IT Planning -begins with an organizational strategic plan -states the firm’s mission, goals, and steps to reach those goals -IT architecture describes the way an org’s info resources should be used to accomplish its mission -includes both technical (hardware operating systems) and managerial aspects (managing the IT dpt, how area managers will be involved) IT strategic plan- LT goals that describe the IT infrastructure and major IT initiatives to achieve the organization’s goals -it must meet three main objectives: -must be aligned with the org’s strategic plan -must provide for an IT architecture that networks users, apps, and databases -must efficiently allocate IS resources among different projects so they can all be completed on time, within budget, and function properly IT steering committee- composed of managers/staff who rep diff organizational units -they establish IT priorities...
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...INTERNET STUDIES SOCIAL E LEARNING BY : ID : TABLE OF CONTENTS Page# | Article . | 1 | Cover Page . | 2 | Table Of Contents . | 3 | Social E learning. | 4 | Introduction to internet and social E learning. | 5 | Applications used in social E learning . | 7 | Internet and traditional education practices . | 8 | Boundaries of internet applications in education . | 9 | What is information security ? | 10 | What are the methods of control in social E learning ? | 11 | What are the conclusion ? | 12 | References . | 13 | Appendixes . | Introduction to internet and social E learning. What is Internet ? The Internet is known to be as a global system of interconnected computers that are networked together and also that uses the standard TCP/IP which is a protocol suite that works on serving millions and even billions of users throughout the world. Internet is a network from the networks available that consists of huge amount of private, public, academic, business, and government networks, of local to global scope, that are linked by a broad array of electronic, wireless and optical networking technologies. The Internet is known to carry a very enormous range of information , resources and also services, as its famous examples : the inter-linked which is the HYPERTEXT documents of the world wide web famous by (WWW) and the also to support emails. However ; people always do get mistaken about the point that the internet and the World...
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...Garbage can model Past questions 1, what is it about organizations that have meant that we have ended up with a garbage can theory of decision making? 2, under what organizational conditions would the garbage can theory of decision making apply? Watson, 2006 Within the micropolitics, numerous goals and purposes The outcomes of every political engagement will strengthen the strategic position of the organization and compromise the organization’s long-term survival. The official structure and culture of the org (the formal blue print or ‘organizational design’, calculations and actions of organizational actors) contributes to the negotiated order of the organization. According to the control system and a narrowing career ladder, we see a pattern of order in which things seem ‘very organised’ and ‘disorganised’ – anarchic even. Organized anarchy was used to capture the quality of organizational life The term usefully brings out the rather paradoxical quality of all organizational processes: their tendency, at the same time, to be both very organized and ‘very disorganized’. The garbage can model of organizational choice developed by these same researchers can usefully help us see how this ‘disorganized-organization’ quality of organized life manifests itself in decision making situations in organizations generally. Definition: garbage can model of organizational choice Organizational decisions are influenced by the various problems that exist at...
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...Engineering: An Introduction for High School Annapurna Ganesh Chell Roberts Dale Baker Darryl Morrell Janel White-Taylor Stephen Krause Tirupalavanam G. Ganesh Say Thanks to the Authors Click http://www.ck12.org/saythanks (No sign in required) www.ck12.org iii To access a customizable version of this book, as well as other interactive content, visit www.ck12.org CK-12 Foundation is a non-profit organization with a mission to reduce the cost of textbook materials for the K-12 market both in the U.S. and worldwide. Using an open-content, web-based collaborative model termed the FlexBook®, CK-12 intends to pioneer the generation and distribution of high-quality educational content that will serve both as core text as well as provide an adaptive environment for learning, powered through the FlexBook Platform®. Copyright © 2011 CK-12 Foundation, www.ck12.org The names “CK-12” and “CK12” and associated logos and the terms “FlexBook®”, and “FlexBook Platform®”, (collectively “CK-12 Marks”) are trademarks and service marks of CK-12 Foundation and are protected by federal, state and international laws. Any form of reproduction of this book in any format or medium, in whole or in sections must include the referral attribution link http://www.ck12.org/saythanks (placed in a visible location) in addition to the following terms. Except as otherwise noted, all CK-12 Content (including CK-12 Curriculum Material) is made available to Users in accordance with the Creative Commons...
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...Recruitment at Walt Disney: Organizational Chart: In 1943, five years after it was founded and during the height of World War II, Walt Disney Studios put out an organization chart to explain how the company functioned. What’s fascinating is how it differs from org charts issued by most corporations. Typically, corporate org charts are hierarchical, with each operating division isolated into “silos” showing job titles according to reporting chain of command and ultimate authority. The CEO and SVPs get the higher positions and bigger boxes; the little boxes represent the expendable worker “bees.” The Disney org chart, on the other hand, is based on process, from the story idea through direction to the final release of the film. All of the staff positions are in the service of supporting this work flow. the Disney chart is showing an operational flow, not an org authority Structure at Walt Disney There are four main divisions to the Walt Disney Company. These divisions include media networks, parks and resorts, studio entertainment, and consumer products. The Walt Disney Company is united by a central CEO and President. He should ensure smooth relations and operations between the multitudes of branches that make up the Walt Disney Company. He should also be responsible for company public image. Disney's management is primarily split into two units. These units are Corporate and Business Units. Corporate management is management within the overall Walt Disney...
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...Scaling Challenge #1: Passing the Hat AS a start-up, executives need to be prepared to wear more than one functional hat to be successful. As you scale, however, you must carefully oversee the process of passing those hats to new executives and managers that join the team. This looks easy on paper (just draw up the new org chart), but it can prove extremely challenging in practice. While it is easy to pass the hat in form, it may not be easy to pass the hat in substance when the on-boarding of the new hat owner is arduous, i.e., big learning curve, lots of important internal relationships, and so forth. As long as the old hat-owner offers greater knowledge and effectiveness in the relevant functional area, everyone in the organization will gravitate to her for decisions and support, regardless of what the new org chart says. The problem can be further exacerbated if the old hat owner isn’t all that willing to pass the hat in the first place or if the old hat owner is too willing and runs away from the responsibility faster than the new executive can get up to speed. Poor hat passing can result in confusion, frustration, conflict, executive turnover and ultimately poor business performance. Hat passing is tricky business that requires the buy-in all of all those affected, a solid foundation of respect between the two hat-passers, and a thoughtful approach to managing the transition. Without these fundamentals in place as you are scaling, you may find that you are dropping more...
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...Chapter 1 Marketing used by consumers to make purchase descions Mobile and internet market newest and most expensive methods American Marketing Association (AMA): represents marketing professionals in US & Canada * Marketing (2007)- activity, set of instructions, and processes for creating, communicating, delivering, and exchanging offering that have the value for customers, clients, partners, and society at large Exchange: central concept of marketing, basic use of marketing activities to create relationships with customers. 2 or more parties with something of value ot exchange, way to communicate w. eo * Not all marketing transactions involve exchange of money. Nonprofits use ads to bring in more donations Value: how customer views benefits of a product or service weighed against the cost of buying and cosuming it * Benefits can be functional, experiential, &/or psychological Marketing mix- Product, Place, Price, Promotion Integrated Marketing Communication (IMC)- coordinating various promotional elements and other marketing activities that communicate w/ the firms customers. Marketing Revolution: * Shifting of marketing expendistures from traditional media advertsing to other forms of promotion, and nontraditional media * Rapid growth of the internet and social media that’s changing the nature of how companies do business and the ways they communicate and interact with customers * Shift in marketplace power from manufacturers to retailers ...
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...to help ensure that employees do what is best for the org. Primary function of MC: to influence behaviors in a desirable way Benefit of MC: increased probability that organization’s objectives will be achieved Addressing types of problems: theft, fraud, unintentional error, etc Disadvantageous of MC: suppress initiative, creativity and innovation Control System: 1) Strategic Control – Is our strategy (still) valid or do we need to change it and if, how? Focus on the external tools. Management Control – Are our employees likely to behave accordingly? (do they understand what’s expected, and are they capable and willing to do so, if not how can we change it?) Focus on the internal mechanism. Causes of MC problems and needs for control: Can happen in any kind of combination simultaneously Can happen in any kind of combination simultaneously 1. Lack of direction – some employees perform poorly simply because they do not know what the organization wants form them. Management control therefore involves informing employees. 2. Motivational problems – individuals are self-interested or effort averse. Employees sometimes act in their own personal interest at the expense of their organization’s interest. The role of MCs in motivating employees to perform well involves incentives in a result control context. 3. Personal limitations – employees can lack the requisite intelligence, training, experience or knowledge, even though they know what is...
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