... 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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...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 to ensure MIS function is meeting the org’s needs -it links corporate and IT strategy, approves resource allocation for MIS, establish performance measures for MIS to make sure they are met -ensures that employees get the resources they need to do their job After the IT strategic plan, next...
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...word is of military origin, deriving from the Greek word strategous, which roughly translates as general. Or Strategy is defined as the comprehensive (complete/broad) & integrated (included/ incorporated) plan to assure that the basic objective of the co or enterprises are achieved. CORPORATE STRATEGY/ STRATEGIC MGMT: It focuses on how managers formulate and implement, and evaluate strategies or plans aimed at developing and maintaining competitive advantage. Here competitive advantage means “the reason some firms enjoy higher levels of performance than their rivals or competitors” FEATURES OF STRATEGY: It includes planning & implementation. It is creative in nature. It is a dynamic & flexible program. It includes all the levels of Org. but maximum efforts are done by Top & Middle Mgmt. Its Life Span is Limited. It is Future Oriented or Forward Looking It offers Broad Guidelines or blueprints to be successful. Strategy is a well defined roadmap of an organization. (mission & Vision are defined). COMPONENTS OF STRATEGY: The strategy statement of a firm sets the firm’s long-term strategic direction and broad policy directions. It gives the firm a clear sense of direction and a blueprint for the firm’s activities for the upcoming years. The main constituents of a strategic statement are as follows: a) STRATEGIC INTENT(PLAN/TGT/GOAL) An organization’s strategic intent is the purpose that it exists and why it will continue to exist, providing it maintains a competitive advantage...
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...focused and with a specified budget. Security to all enterprise systems such as databases, servers, and the organizations ERP requires attention in a business case as well. The document writers must also show the ROI and how the new technology will integrate into the organization's legacy systems. This is a daunting task for a team to take on and extremely time consuming. With these steps and plans, we will outline the prototyping environments and processes, testing design to include procedures and standards, source of accessibility, and integration. Prototyping environments and processes Choosing the correct prototyping methods requires careful planning and analysis for the type of business that an IS is being implemented. When planning, stakeholders need to determine where a high-functioning prototype will receive funding, or if a lower quality parts estimate will be adequate. The decision will come down to the cost versus the potential benefit, and there is no standard measure for this first level prototyping decision (Lokesh & Jain, 2010). The prototyping process uses a trial and error approach to discovering how a system should operate. The flow of the prototyping process includes collection requirements, develop/refine prototype, review...
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...and monitoring the consequence 2. Individual decision making biases -Framing bias E.G. A spread disease in US, two plans were suggested Plan A: if adopted, 200 people will be saved Plan B: if adopted, 1/3 probability that all people will be saved, but 2/3 probability that no one will be saved. Many people chose plan A, then another 2 plan is suggested Plan C: if adopted, 400 people will die Plan D: if adopted, 1/3 probability that no one will die, and 2/3 probability all people will die. When the identical problem with the same differently, more people will chose the risky plan D. options worded *This inconsistency is a preference reversal and reveals the framing effect. Almost any decision can be reframed as a gain or a loss relative to sth. Decision makers’ reference points for defining gain and loss are often arbitrary. -Overconfidence In the team, overconfidence leads people less to focus on their teammates’ strength, as opposed to their weaknesses and neglect the strength and weakness of members of competitor teams. -Confirmation bias It is a tendency for people to consider evidence that support their position, hypothesis or desire and disagree or discount evidence that against their belief. 3. Individual VS group decision making in demonstrable tasks -Demonstrable task It is a task that has an obvious, correct answer. Group performs better than independent individuals on a wide range of demonstrable task...
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...Chap 6 creating product solutions Video clip Tommy excessive emotive Richard always watching, customer focus Product Strategy * Is a well conceived plan that emphasizes becoming a product expert, selling benefits, and configuring value-added solutions * Helps salespp make the right decision concerning the selection and position of products to meet specific customer needs Selling solutions * Are mutually shared answers to recognized customer problems * More encompassing than specific products * Those that provide measuarable results * Those that require greater effort to define and diagnose the customer’s problems Product strategy should be tailored to the customer’s buying needs * Transactional buyers * Standard or generic * Understand their own product needs * Product can be easily substituted * Consultative * Hidden feature * Differentiated choices * Customizable * Strategic alliance * High cost importance * Limited substitutability Explosion of product strategy * Domestic and global markets overflowing * >30,000 consumer products produced each year * good news: buyer have a choice * bad news: more complicated Product configuration * product selection process * often referred to as “product configuration” * product configuration software * develops customized product solutions quickly and accurately * incorporates customer...
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...allocates people and resources to organizational tasks and establishes the task and authority relationships that allow the organization to achieve its goals à process of establishing and controlling the division of labor/the degree of specialization o necessary because of increased complexity with growth Organizational roles - - organizational role = set of task-related behaviors required of a person by his or her position in an organization à identifiable tasks and responsibilities allow for accountability o organization structure is based on interlocking roles authority = power to hold people accountable for their actions and to make decisions concerning the use of organizational resources à results from differentiation into individual organizational roles control = ability to coordinate and motivate people to work in the organization’s interests Subunits: Functions and Divisions - - function = subunit composed of a group of people, working together, who possess similar skills or use the same kind of knowledge, tools or techniques to perform their jobs à as organizations grow, they differentiate into 5 different kinds of functions: o support functions – facilitate control of relations with environment and stakeholders (purchasing, sales & marketing, public relations, legal affairs) o production functions – manage and improve efficiency of conversion process (production operations, production control, quality control) o maintenance functions – keep operations...
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...Critical Details about EBS R12 Upgrades Presented By Susan Behn VP, Oracle Practice Objectives/Agenda Provide a high level view of topics to consider when upgrading to R12 When is a “technical” upgrade possible What do I need to research more When is the right time for training What do I include in my budget/timeline Functional Topics Technical Topics 2 Overview Are you aware that… There are over 1500 new features in R12 A responsibility can now access data in multiple organizations R12.1 was released in April 2009 How does this impact custom Responsibilities How will all these new features be “discovered” Quicker data entry for shared services organizations The user interface to the Oracle Diagnostics scripts was rewritten in OA Framework in R12.0.6 12.0 focused on Financials 12.1 focused on everything else including HR Utilizes role-based access control requiring role grants from the user management responsibility Setup reports in diagnostics can help you find missing setups 3 FINANCIALS - GL 4 Financials - GL Legal Entities have significant functionality in R12 Should reflect legal corporate structure Utilized by Accounting Functions, E-Business Tax, Intercompany, and Bank Account Balancing segment is associated with legal entity – not ledger Bank account is owned by legal entity Align your Ledger structure with your business plan Operating units are associated...
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...tool for diagnosing organizational culture, developed by professors Robert Quinn and Kim Cameron. Organizational Culture Blog Diagnosing and changing organizational culture Culture a phenomenon that 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...
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...Session 1: Overview of the Three Lenses Idea: use three different perspectives (“lenses”) to look at the organization Reading – introduction to organizational analysis (the three lenses) Personal Schemas * Essentially, a schema is knowledge system through which a person interacts with the world (a cognitive structure that represents organized knowledge about a given concept/type of stimulus. A schema contains both the attributes of the concept and the relationship among the attributes) * Schemas are helpful because they allow people to function in cognitively efficient ways (for example, you establish certain patterns of action so that you don’t have to think about your actions every time) * In organizations: individuals are surrounded by complex & noisy information people engage in cognitive processing such as structuring or finding recurring patterns (for example, completing routine tasks without much conscious awareness) * Schemas can be helpful but it is important to be aware of assumptions and to seek additional information about organizational life, since there are multiple issue with schemas: * Schemas can become outdated: schemas need updating, since they are derived from experiences which need to evolve in the future (example: sticking to schema of men in professional roles is now outdated as more women have entered the workforce) * Schemas also shape organizational life, so they can prevent change if they don’t adapt (example:...
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... Continuous Environmental Scanning and Analysis • Interpreting and analysing changes in the environment and developing the appropriate HR policies and strategies 18 Resourcing • • • HR Planning Internal and External Staffing/recruitment Employee Orientation and Socialisation 19 Development • • • • Training of Employees Management Development Career Development Knowledge Management 20 Motivation • Job Design • Performance Management • Rewards and Compensation • Job Evaluation • Discipline 21 Maintenance/Retention • • • • Commitment Employee safety and Health Employee Relations Industrial Relations 22 Human Resource Management Functions Human Resource 1 Manageme nt Safety and Health 23 HR’s Changing Role • The metamorphosis of personnel into human resource management reflects the fact that in today’s business environment, highly trained and committed employees are often a firm’s main real sustainable competitive advantage. 24 HR’s Changing Environment • Globalization – refers to firms’ tendency to extend their sales, ownership, and/or manufacturing to new markets abroad 25 HR’s Changing Environment • Technological advances • Nature of work – service jobs – outsourcing – human capital 26 HR’s Changing Environment • Growing emphasis on “knowledge workers” and human capital • Human capital – refers to the knowledge, education, training, skills, and expertise of a firm’s...
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...Ch.6 Telecommunications, the internet and wireless technologies Components of a simple network: • NIC (Network Interface Card): to incorporate any laptop to an existing network. • NOS (Network Operating System): to share network resources & route communications on a LAN. • Hubs & switches help route traffic on a network to the right computing device. • Router: when 2 or more networks are connected to each other, it sends data transmissions to the correct device from the internet. Digital Networking Technologies: 3 types, 1. Client/server computing: servers connect to many clients. 2. Packet switching: method of delivering data across a local or a long distance connection, it packages data in units (packets) which identifies intended recipient. 3. TCP(Transmission Control Protocol)/IP(Internet Protocol): a set of protocols to get data from one network device to another. Signal is the transmission of data. Analog signals can be converted into digital signals by using a modem. Analog signals are replicas of sound waves that can be distorted with the noise and drop the quality of transmission. Digital signals have a faster rate of transmission. LAN (Local Area Network): the topology (place) of a LAN can vary greatly, - Star: if the host computer goes down the whole network goes down. - Bus: all computers in the network are linked with cables and treated equally. - Ring: no central host PC, if one PC goes down the rest can still process data & transactions. WAN...
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...performance through building behavioral and functional/technical competencies required for Individual and Organizational development. The policy contains guidelines on identifying learning and development needs, develop plans and approve, and training to employees. POLICY DETAILS Purpose of Training * Training is a process through which there is a transfer of knowledge on technical/functional/behavioral area(s) to the employees. Such as: * Workshops – experiential activities that increase job related knowledge and expertise. * Short courses – Technical / Functional/Behavioral/Leadership skills that increase productivity and efficiency of the employee. * In-service training – on the job training where job related knowledge are either provided/strengthened. * Hotel Tour – where the employee gains knowledge by observing the procedures practiced in Hotel. * Employee training expenses (both onsite and offsite) will be fully borne by the Hotel. * Each employee will be subject to training according to needs arising from: * Competencies required during the annual Performance Appraisal. * Training stated in the Personal development plan during the counseling sessions. * Competencies required for Promotion. * Competencies required for Succession Planning. * Competencies required for the Departments objectives (Business requirements). TRAINING NEED ANALYSIS ...
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...Business Man 1 Intro to Bus Man as science - Study Unit 1 & 2 Man science uses a scientific approach to solver many problems. Used in variety of orgs to sove different types of problems. Encompasses a logicical mathematical approach to problem solving 1.1 Man science process • Observation - Identification of a problem that exists in the system or organization. • Definition of the Problem - problem must be clearly and consistently defined showing its boundaries and interaction with the objectives of the organization. • Model Construction - Development of the functional mathematical relationships that describe the decision variables, objective function and constraints of the problem. • Model Solution - Models solved using management science techniques. • Model Implementation - Actual use of the model or its solution. 1.2 Factors of production Natural resources i.e. crude oil Capital i.e. investors Labour i.e. technical and academic Entrepeneurship i.e. takes capital and link labour and natural resouces combined with risk to provide goods and services. Knowledge i.e. to determine wants and needs quickly and to respond to them with products and services. 1.3 3 Most NB Economic systems = Capatalism, Socialism and Communism 1.3.1 Capatalism Free market system Built on principles of private ownership Is based on the right to make a profit, right to compete and the right to own property. System is market driven and the solutions to a country's economic problems...
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...MSRSAS - Postgraduate Engineering and Management Programme - PEMP
Module Code Module Name Course Department
EMM515 Lean Operations and Management of Lean Organizations M.Sc. in Engineering and Manufacturing Management Mechanical and Manufacturing Engg .
Name of the Student Reg. No Batch Module Leader
Liju G BUB0912004 Full-Time 2012. SANDEEP. N
M.S.Ramaiah School of Advanced Studies
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