...Strategic Uncertainty and Alternative Futures: Evaluating Our Options in the Post-September 11 World Eric K. Clemons Steve Barnett 23 April 2003 Draft 3.6 1. Introduction Our perception of our world changed dramatically on September 11, 2001. Our sense of safety, security, and certainty were altered, perhaps for years to come, perhaps for the rest of our professional lives. Although it is clear that our personal, political, and business environments have all been altered, it is not immediately clear how they have been changed; this is, it is not clear what the details of these changes will be, or how we must respond. We now live in a period of greater strategic uncertainty. This brief paper summarizes the results of two workshops held by the Reginald H. Jones Center that attempted to provide some insight into the origins of the current conflict that the U.S. faces in the Middle East, as religious (Islam vs. the West) or economic (the developed West vs. the developing Middle East), or a clash of cultures, or some other form not as yet identified1. The hope was that by developing an understanding of the origins of the conflict, we would develop some insights into the form of the conflict and its duration; this in turn would lead to an understanding of the business implications that might result and strategies that might provide appropriate responses in different strategic contexts. We faced a high level of uncertainty about what had happened and what was likely to happen...
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...objectively correct answers, and solvable by using simple rules, policies, or numerical computations. Nonprogrammed decisions New, novel, complex decisions having no proven answers. 3-5 Comparison of Types of Decisions Table 3.1 3-6 Uncertainty and Risk Certainty The state that exists when decision makers have accurate and comprehensive information. Uncertainty The state that exists when decision makers have insufficient information. 3-7 Uncertainty and Risk Risk The state that exists when the probability of success is less than 100 percent and losses may occur. 3-8 Conflict Conflict Opposing pressures from different sources, occurring on the level of psychological conflict or of conflict between individuals or groups. 3-9 Two Levels of Conflict 1. Individual decision makers experience 2. psychological conflict when several options are attractive, or when none of the options is attractive...
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...CHAPTER 7 DECISION MAKING AND CREATIVITY Describe the six stages in the rational choice decision process Decision making: the conscious process of making choices among alternatives with the intention of moving toward some desired state of affairs. Rational choice paradigm of decision making: the view in decision making that people should and typically do, use logic and all available information to choose the alternative with the highest value. Decision making involves identifying, selecting and applying the best possible alternative. The best decision use pure logic and all available information to choose the alternative with the highest value Such as highest expected profit, customer satisfaction, employee wellbeing or some combination of these outcomes. Subjective expected utility: the probability (expectation) of satisfaction (utility) resulting from choosing a specific alternative in a decision. Decision making process: systematic application of stages of decision making. 1. Identify problem or opportunity 2. Choose the best decision process 3. Develop alternative solutions 4. Choose the best alternative 5. Implement the selected option 6. Evaluate decision outcomes Problem with Rational choice paradigm: 1. Impossible to apply in reality 2. Difficulty recognising problems 3. Process the huge volume of information 4. Difficulty recognising when choices have failed 5. Focusing on logical thinking, ignores emotion influence...
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...purpose, and leadership L.T.L.G.B.t.S. difficult to respond to radical change Reforming L.T.L.G.B.t.S. monitors interpersonal dynamics is process________ Process facilitator W.t.O.i.a.G behaviors helps positive working relationships Gate keeping L.T.S. advantage of working in a team Extends available expertise I.U.C Which is beneficial to teams? Synergy I.U.C unit cohesion is direct result of goals T.D.M.a.C.M group dysfunctional point leading to premature consensus groupthink T.D.M.a.C.M 2 types of conflict: Cognitive and __________ mixed motive L.T.S Disruptive to a team Word machine L.T.S. unit is leaderless work with team to designate leader/ N.D.i.T US military in future operations Coalition N.D.i.T ensures members will protect the interest Mutual trust T.S.a.C. other people are just like me Mirror Image Fallacy T.S.a.C. individuals from a specific group are all alike Stereotyping error N.D.i.T Americans value above precision...
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...The Strength Deployment Inventory (SDI) is a self-assessment used to categorize behavior and personal strengths within conflict and non-conflict situations. The SDI outlines seven different motivational value systems (MVS): blue (nurturing), red (assertive), green (analytical), hub (flexible), red-blue (assertive-nurturing), red-green (judicious-competing), and blue-green (cautious-supporting). Each color has a valued relating style (VRS) or behavior associated with it along with a defined rewarding environment. After completing the SDI and discussing the results in class, I have a better understanding of the different MVS, VRS, patterns of motivation, and the Conflict Sequence outlined by the SDI. I can use what I have learned from the SDI and my own personal strengths to enhance communication with other people, including those in my area of work. Enhancing communication in my area of work can be accomplished by understanding the motives and values of each behavioral type and implementing the following: observe the concerns of people I interact with and identify their MVS based on the strengths I observe, educate them about my own MVS, and open lines of communication by borrowing their MVS in effort to prevent unnecessary conflict. Observing the behavior of others is a skill that I need to develop. This will give me a better understanding as to what motivates them and aid in identifying their MVS. Once I have identified their behavior, I can evaluate what is important...
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...Evaluating Performance through Motivation and Conflict February 19, 2011 Evaluating Performance through Motivation and Conflict In this paper Team A will discuss evaluating performance through motivation and conflict from a management point of view. The discussion will include motivation theories and organizational behavior, Team A will also discuss how different organizations apply these theories to fit the needs of the organization, as well as conflict management strategies and conflict approaches that best work within the organization. Conflict in the workplace is inevitable given the multiple personalities and behavioral traits that come along with them. Everything from culture and beliefs to personality and disagreements can play a huge role in conflict in the workplace. To manage conflict in the workplace successfully begins with effective communication but also requires the ability to adapt to changing conditions. This could mean strategically placing an effective leader in place to help manage possible issues that may arise. Leaders in the organization are responsible for maintaining a stable work environment so that everyone is successful by having strategies in place that promote a healthy work environment. For example, management should clearly define each employee’s role so that there is no question he or she knows what his or her duties are. One of the...
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...Running Head : Conflict Resolution at General Hospital BUS 520: Leadership and Organizational Behavior Strayer University Fall 2010 1. Discuss the conflict that is occurring at General Hospital The conflict that was occurring at General Hospital was the inability of the hospital to control cost which the CEO, Hammer believed that it was caused by physicians. He assumed that physicians didn’t understand, nor were they interested in the role of costs in determining the practicality of hospitals. In so doing, he emphasize further that the lack of concern stemmed from the physicians allegiance to their profession as opposed to the hospitals in which they had patient privileges In addition, the hospital needed improvement from the ongoing performance and the efforts of the cost control led the hospital administration to look for an effective way to tackle planned and unplanned work circumstances. They used a variety of industry specific assessments, without efficiently allocating the management of the company’s resources, which seemed separate. As a result, there was a little coordination between the planning of capital expenditures and the payment of hospital operating costs, in spite of the fact that management bodies were absence for the intended effect of such coordination. Rather than the management involving themselves in setting goals for performance, and periodically evaluating the progress toward achieving these goals as a process that needs to...
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...identify with each other and with the team as a whole. According to Moldjord, and Iversen, (2015), high performance teams have members whose skills, attitudes and competencies enable them to achieve team goals, make tough decisions, communicate under stress, manage conflict, and solve challenging task. By the end of this essay, it will be determined if this survey or questionnaire is sufficient to measure a high performing work team and if it can be utilized as such. High Performing Work Team Team performance is what contributes to a team success of failure. According to Thompson (2014), team performance analysis consists of productivity, cohesion, learning, and integration. This analysis identifies the factors on how team performance effectiveness should be evaluated. Productivity measure whether the team achieve their goals. It requires the team to have a clear goal and adapt accordingly as new information arrives, if the goals changes, and if the organizational priorities has shifted. Productivity is what evaluates the team’s output meets the standards of those who have to use it. It is imperative that each members of the team accept the identified goals to be effective. Another important factor in evaluating team performance is cohesion and integration of all team members. Every team members should work together as a whole. It is vital for everyone involved to behave accordingly with respect while working through any differences among them. When all members integrate...
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... Conflict Introduction Conflict, and conflict management are inherent and unavoidable elements of strategic management. Due to the involvement of the various stakeholders in both the internal and extern al environments who have differing perspectives as well as agendas in the multiple stages in strategic management process, and overall, the organization’s operations, conflict will manifest itself. In some scenarios conflict presents itself as a part of the methods and processes applied to develop strategic outcomes such as positioning strategies, or as outcomes stemming from strategic decisions made by management, and finally, in their implementation. In resource-based conflict, particularly those that involve rare earth elements such as the conflict that evolves around the discovery of oil in Turkana by Tullow Oil, it is important to understand the background of the conflict from a strategic management perspective. The Resource Based View (RBV) proffers that the competitive advantage of a firm or organization is largely dependent on the application of the bundle resources at its disposal. In mentioning competition, which is a subset of conflict, this sets the pace for making sense of why there is always a sense of conflict around resources. The Resource Based View provides a set of criteria for the evaluation of these resources, known as the “VRIN” characteristics, which is an acronym that stands for: Value, Rarity, Inimitable, Non-substitutable...
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...Ch10 Marketing Channels Supply Chinas and the Value Delivery Network Upstream: Supply raw materials, components, parts, information, finances, and expertise Downstream: Marketing channels towards customers, including wholesales and retailers, * Supply chain: make-and-sell view, which suggest productive inputs as starting point * Demand chain: Sense-and-respond view But sometimes it takes a step-by-step, linear view of purchase-production-consumption activities Value Delivery network: A network composed of company, suppliers, distributors, and ultimately customers who partner with each other to improve the performance of the entire system in delivering customer value The Nature and Importance of Marketing Channels Marketing Channel (Distribution channel): A set of interdependent organizations that help make a product or service available for use or consumption by the consumer or business user * Affect every other marketing decision * Use imaginative distribution systems * Involve long-term commitment to other firms How Channel Members Add Value * Give up some control over how and to whom to sell products * But they create greater efficiency in making goods available to target markets by better contacts, experience, specialization and scale of operation * Intermediaries reduce the amount of work by both producers and consumers * Transform assortments of products made by producers...
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...DELIVERING VALUE expanded the brand to whole “we and accessories, but weinclude alearned line of apparel quickly that it was not good to have one channel of distribution… Kathy Ireland Chief Designer of RFA, Founder of KIWW, Author, Model Classified - Highly Confidential 1 “ CONTENT • DESIGNING & MANAGING INTEGRATED MARKETING CHANNELS – Marketing Channels and Value Networks – The Role of Marketing Channel – Channel Design Decision – Channel Management Decision – Channel Integration & Systems – Conflict, Cooperation & Competition – E-Commerce Marketing Practices • MANAGING RETAILING, WHOLESALING & LOGISTICS – Retailing – Wholesaling – Market Logistics Classified - Highly Confidential 2 DESIGNING & MANAGING INTEGRATED MARKETING CHANNELS Classified - Highly Confidential 3 MARKETING CHANNELS AND VALUE NETWORKS Marketing Channel “the set of firms and individuals that take title, or assist in transferring title, to a good or service as it moves from the producer to the final consumer or industrial user” Kotler, P., and Armstrong (1989) Principles of Marketing. Prentice-Hall Classified - Highly Confidential 4 MARKETING CHANNELS AND VALUE NETWORKS Why It’s Important • Affect not only marketing decisions but also non-marketing’s • Convert potential buyers to profitable customers • Not only serve market but also make market Classified - Highly Confidential 5 MARKETING CHANNELS AND VALUE NETWORKS Marketing Channel Strategy Push Strategy Producer inducing Intermediaries...
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...NPV vs IRR NPV is Net Present Value is the present value of the future net cash flows from an investment project, and is one of the main ways to evaluate an investmentIRR - The Internal Rate of Return method is the process of applying a discount rate results in the present value of future net cash flows equal to zeros. NPV is calculated in terms of currency while IRR is expressed in terms of the percentage return a firm expects the capital project to return. The IRR and NPV rules can be used for evaluating projects and more often than not the results are very similar. The NPV method is preferred over the IRR because it calculates additional wealth and the IRR method does not. Whenever there is a conflict between NPV and IRR the correct answer is provided by NPV. NPV is stated as the most acceptable tool to compare alternative investments as compared to Internal Rate of Return (IRR) and payback (Gitman, 2009). The major limitation to the IRR is that it uses one single discount rate for evaluating all its investments and without modification does not take into consideration changes in discount rates which would make it inadequate to be used for long term projects. It uses one single discount rate to evaluate every investment. If the IRR is above the discount rate the project is feasible, if it is below, the project is not feasible. There is however, one possible advantage to the IRR, managers returns managers tend to better understand the concept of returns stated in percentages...
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...the team members develop into leaders themselves, by creating climates of support and accountability rather than blame (Pearce, 2007, para 8). Take steps to help team members grow into their jobs by learning new skills, and train them to take on more challenging tasks and responsibilities. Praise, them either privately or publicly depending on the circumstances, for jobs they have done well (para 8). Make them aware that you have confidence in their abilities and support the decisions that they make on their own. Effective interpersonal communication depends on the sender’s ability to get the message across and the receiver’s performance as an active listener (McShane & Glinow, p. 274).Active listeners constantly cycle through sensing, evaluating,...
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...ALP Paper Human Resource Manager Dr. Prof. Cassandra April Trinity International University Introduction Martha was the kind of person you love to hate. She was was always in a good mood and always had something positive to say. When someone would ask her how she was doing, she would reply, "If I were any better, I would be twins!" See was a unique manager because she had several employees who had followed her around from another organization. The reason the employees followed Martha was because of her attitude. She was a natural motivator. If an employee was having a bad day, Martha was there telling the employee how to look on the positive side of the situation.” From that day just meeting Martha, I knew I wanted to work in Human Resources as a HR manager; I would want to work there because it would allow me to play a direct and important role in the lives of others. It would allow me to understand the culture of the company. It would also allow me to impact the diversity of the company. It would also allow me to interact with different people with unique problems each day. I would have the unique ability to address problems in the company before others saw them coming. I could train and develop other humans to be better workers. I want to introduce this awesome company to the world and be one of the first people to do so-oh can you imagine. I see people are creative social beings that make class contributions beyond labor to a society and to civilization. ...
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...[Type the company name] | Marketing channels | 81,105, 117, 93, 69 | | [Type the author name] | 9/21/2010 | Marketing channel: A set of interdependent organizations that help make a product or service available for use or consumption by the consumer or business user Channel level: A layers of intermediaries that the perform some work in bringing the product and its ownership closer to the final buyer. Channel conflict: Disagreement among marketing channel members. Vertical marketing system :A distribution channel structure in which producer wholsers , and retailers act as a unified system one channel members owns the others ,has contracts with them or has so much power that they all cooperate Future vertical marketing system divided in to two .They are 1.conventional marketing system 2.vertical marketing system Vertical marketing system: A vertical marketing system comprises of the producer, wholesaler and retailer acting as a unified system. One channel member, the channel captain owns the members and has so much power that they all cooperate. It arose as a result of strong channel member’s attempts to control channel behaviour. There are three types of VMS: CORPORATE, ADMINISTERED AND CONTRACTUAL. CORPORATE VMS: A corporate VMS combines successive stages of production and distribution under single ownership. For example Sears obtains over 50% of the goods it sells from companies that it partly or wholly owns. ADMINISTERED VMS: ...
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