lecture -- session 1[1]
Post on 02-Jun-2018
225 Views
Preview:
TRANSCRIPT
-
8/11/2019 Lecture -- Session 1[1]
1/64
-
8/11/2019 Lecture -- Session 1[1]
2/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Managers & Managing (Ch. 1)Evolution of Management Thought (Ch. 2)
The Manager as a Person (Ch. 3)
Ethics & Social Responsibility (Ch. 4)
Perception & Decision Making (Ch. 7)
Planning & Strategy (Ch. 8)
Organizational Structure & Culture (Ch. 10)
-
8/11/2019 Lecture -- Session 1[1]
3/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Traditional View of Managers
Planning, Organizing, Leading, Controlling
Two Researchers Views
Henry MintzbergRoles of Managers
Fred LuthansActivities of Different Types of Managers
-
8/11/2019 Lecture -- Session 1[1]
4/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
What Managers DoTraditional View
Planning
Goals
Strategy
Organizing
Creating structure
Determining responsibilities
Leading
Articulating vision
Energize organizational members
Controlling
Evaluation of organizational & individual performanceMake adjustments
-
8/11/2019 Lecture -- Session 1[1]
5/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
What Managers DoMintzbergsInterpersonalRoles
Figurehead
Ceremonial duties (e.g. CEO ribbon cuttings)
Fulfilling expectations of the position
Leader
Hiring and training staff
Motivating employees
Liaison
Contacts outside vertical chain of command
Inside and outside organization
-
8/11/2019 Lecture -- Session 1[1]
6/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
What Managers DoMintzbergsInformationalRoles
Monitor
Environmental scanning
Information evaluation
Disseminator
Information distribution to subordinates from higher up
Information distribution to subordinates from each otherSpokesperson
Speaks on behalf of unit managed
Provides information to superiors or outsiders
-
8/11/2019 Lecture -- Session 1[1]
7/64ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
What Managers DoMintzbergsDecisionalRoles
Entrepreneur
Project initiation
Adaptive change
Disturbance Handler
Environmental shocks
Competitive shiftsResource Allocator
Time & $ management
Personnel assignments
Negotiator
Formal negotiations (e.g. unions, suppliers, etc.)Informal negotiations (e.g. between two employees)
-
8/11/2019 Lecture -- Session 1[1]
8/64ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
What Managers DoLuthans
Four Categories of Managerial Activity
Communication
Traditional Management
Human Resources
Networking
Do all managers spend their time the same way?Luthans looked at three types of managers
Averagemanagers (performance average, not promoted)
Effect ivemanagers (performance very good, maybe promoted)
Successfu lmanagers (performance maybe good, highly promoted)
-
8/11/2019 Lecture -- Session 1[1]
9/64ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
What Managers DoLuthans
AverageManagers Time
Most: Traditional Management
Least: Networking/HR
HR
20%Comm
29%
Trad Mgt
32%
Network
19%
-
8/11/2019 Lecture -- Session 1[1]
10/64ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
What Managers DoLuthans
Effect iveManagers Time
Most: Communication
Least: Networking
HR26%
Comm
44%
Trad Mgt
19%
Network11%
-
8/11/2019 Lecture -- Session 1[1]
11/64ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
What Managers DoLuthans
Successfu lManagers Time
Most: Networking
Least: HR/Traditional
HR
11%
Comm
28%
Trad Mgt
13%
Network48%
-
8/11/2019 Lecture -- Session 1[1]
12/64ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Classical Views
Frederick TaylorScientific Management
Max WeberBureaucratic Management
Henri FayolAdministrative Management
Implications and Repercussions
Behavioral Views
Early Efforts
Taylor, Follett, and the Hawthorne Studies
1960s 1970s
Maslows Hierarchy of Needs
McGregors Theory X / Y
Contingency Theory
Timeline
-
8/11/2019 Lecture -- Session 1[1]
13/64ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Frederick TaylorScientific Management
Study & experiment with tasks & workers
Time-and-motion techniques
Simplification, specialization, & coordination of tasks increases efficiency
Codify best methods
Create written rules and SOPs (standard operating procedures)
Match workers and jobsSelect workers with right skill set for jobs
Provide adequate training
Motivate workers
Establish fair performance standards
Bonuses for exceeding standards, developing more efficient processesImpact
Positive: Increased efficiency dramatically
Negative: Management misuse dehumanized workers
-
8/11/2019 Lecture -- Session 1[1]
14/64ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Max WeberBureaucratic Management
Managers authority derived from organizational position
Rather than personal characteristics
Merit determines position
Rather than non-job-related qualities
Positions roles should be clearly identified
Not dependent on an individuals abilities or preferences
Hierarchy of authority
Reporting structure provides accountability & stability
Organizational control through policies
Rules, standard operating procedures, organizational norms
ImpactPositive: Increased effectiveness driven by meritocracy, stability, interchangeability
Negative: Inefficiencies due to red tape, impersonal tasks, organizational politics
-
8/11/2019 Lecture -- Session 1[1]
15/64ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Henri FayolAdministrative Management
Unity of Command
Subordinates should only receive commands from a single superior
Chain of Command
Authority & communication through each level of an organization (not skipped)
Divisional Structure
Clearly defined divisional roles/responsibilities subject to common authority
Centralization/Decentralization
Compulsory centralization with greatest possible individual initiative (given each case)
Organization Charts
Maps all of these functions and aids in addressing disruptions (e.g., deaths)
ImpactPositive: Foundational to modern management theory
Negative: Challenged now by more organic organizational structures
-
8/11/2019 Lecture -- Session 1[1]
16/64ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Behavioral Views: Early Efforts
Taylor, Weber, & Fayol all had behavioral components to their ideas
Instead, frequently implemented in a purely mechanistic manner by management
Mary Parker Follett
Worker-focused ideas vs. management-focused ideas
Workers are human beings not simply resources to be deployed
Cooperation with workers will yield greater results than domination of workersIdea of Transformational Leadership
Writings influenced all the later Behavioral Management theorists
Hawthorne Studies
Western Electric (in Chicago) from 1924-1932
Tested effects of illumination on worker fatigue and performanceResults: It didnt matter as long as the light was brighter than moonlight
Later analysis yielded the Hawthorne Effect:
Workers improve if they think management cares
-
8/11/2019 Lecture -- Session 1[1]
17/64ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Behavioral Views: 1960s 1970s
Abraham Maslow
Applied psychological ideas to management
Theory of needs
Apex: Self-Actualization Needs
Very mixed empirical support, but influential
-
8/11/2019 Lecture -- Session 1[1]
18/64ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Behavioral Views: 1960s 1970s
Abraham Maslow
Applied psychological ideas to management
Theory of needs
Very mixed empirical support, but influential
Douglas McGregor
Workers inherently dislike work &will avoid if possible
Managers must closely superviseworkers
Strict controls with well-definedrewards & punishments neededto manage workers
Workers naturally put forth physicaland mental effort in their work
Managers should create settingsand provide resources to fosterinitiative and allow self-direction toflourish
Decentralized authority rather thancommand and control authority ispreferred
-
8/11/2019 Lecture -- Session 1[1]
19/64
-
8/11/2019 Lecture -- Session 1[1]
20/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
0%
1%
2%
3%
4%
5%
6%
0%
5%
10%
15%
20%
25%
30%
35%
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010
%ChangeinWo
rkerProductivityL
evel
GNP/(Workers*HoursWorked)
PercentageofU.S.W
orkersBelongingtoUnions Evolution of Management Thought Timeline
Hawthorne
Weber
Taylor Fayol
Maslow
Scientific, Bureaucratic, & Administrative Management
Theory X Theory Y
Contingency Theory
Behavioral ManagementFollett
LegalUnion
Constraints
Line:Worker Productivity
Shaded Area:
Union Membership
-
8/11/2019 Lecture -- Session 1[1]
21/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
0%
1%
2%
3%
4%
5%
6%
0%
5%
10%
15%
20%
25%
30%
35%
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010
%ChangeinWo
rkerProductivityL
evel
GNP/(Workers*HoursWorked)
PercentageofU.S.W
orkersBelongingtoUnions Evolution of Management Thought Timeline
Hawthorne
Shaded Area:
Union Membership
Line:Worker Productivity
Shaded Area:
Union Membership
Line:Worker Productivity
Weber
Taylor Fayol
Maslow
Scientific, Bureaucratic, & Administrative Management
Theory X Theory Y
Contingency Theory
Behavioral ManagementFollett
LegalUnion
Constraints
-
8/11/2019 Lecture -- Session 1[1]
22/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Personality
Popular FrameworksMyers-Briggs Type Indicator (MBTI)
Big Five Model
Selected Attributes
Locus of Control
Self-MonitoringType A, Type B
Machiavellianism
Emotions: Concepts & Emotional Intelligence
Attitudes: Components & Research
Values: Types & Impact
-
8/11/2019 Lecture -- Session 1[1]
23/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Personality Frameworks: Myers-Briggs Type Indicator (MBTI)
Based on psychological type theory
Developed by Swiss psychiatrist Carl Jung (1875-1961)
Isabel Briggs Myers (1897-1980, pictured)
Wanted a more accessible version for the general public
Developed first MBTI during WWII
Got help from her mom, Katherine Briggs (1875-1968)
16 Types from 4 Characteristics (e.g., ESFJ)
(E) Extraversion ----- (I) Intraversion
(S) Sensing ----- (N) Intuitive
(T) Thinking ----- (F) Feeling
(P) Perceiving ----- (J) Judging
Impact
Incredibly popular: 2 million people per year in U.S. assessed
Supporting evidence of validity is limited
-
8/11/2019 Lecture -- Session 1[1]
24/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Personality Frameworks: Big Five Model
Five basic dimensions underlie all others
Impressive body of research supports this model
Gregarious, assertive, friendly,
sociable, affectionate, outgoing.
Cooperative, warm, trusting,
care about others, likeable.
Cold, unsympathetic, distrustful
of others, uncooperative.
Reserved, timid, quiet, keep to
themselves, like alone time.
Responsible, careful, reliable,
persistent, careful, responsible.
Calm, self-confident, secure,
optimistic, positive outlook.
Creative, curious, original,
broad interests, risk taker.
Easily distracted, flighty,
unreliable, disorganized.
Anxious, insecure, stressed,
critical of self and others.
Conventional, tried & true,
familiar, narrow interests.
-
8/11/2019 Lecture -- Session 1[1]
25/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Additional Selected Attributes of Personality
Locus of ControlInternals: Believe they control their own destinies and outcomes (up to them)
More likely to get and perform well in managerial and professional jobs
Externals: Believe outcomes controlled by outside forces (fate, genetics, position)
More likely to be dissatisfied with jobs in general; better with structure & routine
Self-MonitoringHigh Self-Monitors: Able to adapt behavior to fit situational factors (chameleon)
Low Self-Monitors: Display true selves consistently in all situations
Type A, Type B
Type A: Active, impatient, multitasking, quantity over quality, fun for achievement
Type B: No urgency, achievements private, play for fun, relaxation without guilt
Machiavellianism
High Machs: Pragmatic, emotional distance, ends justify the means, manipulation, win
Productive: Face-to-face interactions, minimal rules/regs, zero-sum games
-
8/11/2019 Lecture -- Session 1[1]
26/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Emotions: Concepts & Emotional Intelligence
ConceptsAffect: Generic term describing a broad range of feelings (including mood & emotion)
Mood: Feelings less intense than emotions and which lack contextual stimulus
Emotion: Intense feelings, frequently a result of stimulus and short-lived
Emotional Intelligence (Research: differentiating factor in successful leaders)
Self-Awareness: Being aware of what youre feeling.Self-Management: The ability to manage ones own emotions and impulses.
Self-Motivation: The ability to persist in the face of setbacks and failures.
Empathy: The ability to sense how others are feeling.
Social Skills: The ability to handle the emotions of others.
-
8/11/2019 Lecture -- Session 1[1]
27/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Attitudes: Components & Research
ComponentsCognitive: Opinion or belief; discrimination is wrong
Affect: Feelings or emotions; I dont like it when she discriminates against _____.
Behavioral: Action or intent to act; I avoid Mary because she discriminates.
Research
Cognitive Dissonance: Incompatibility between attitudes, behaviors, and combosAttitudes drive behavior sometimes, but not always
Behavior can lead people to inferwhat their attitudes are
Applications
Job satisfaction: a persons general attitude toward his or her job
Job involvement: degree to which a person psychologically identifies with job
Organizational commitment: degree to which an employee identifies withemployer and desires to maintain membership in the organization
-
8/11/2019 Lecture -- Session 1[1]
28/64
-
8/11/2019 Lecture -- Session 1[1]
29/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Values: Impact
Values drive attitudes and behavior on an individual level
Values form the foundation of motivation
Values can inform or cloud rationality and objectivity
Values, collectively, create unique organizational cultures
Values drive personal and organizational ethics and social responsibility
-
8/11/2019 Lecture -- Session 1[1]
30/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Business Ethics: Applied philosophy of right and wrong behavior in
business settings based on societal normsEthics & Law
Ethical Sources
Stakeholder Approach to Ethics
Common Perspectives
Social Responsibility
Four Approaches
-
8/11/2019 Lecture -- Session 1[1]
31/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Ethics & Law
Laws define acceptable/unacceptable behavior in society as determined bythose in power
Neither ethics nor laws are immutable: They are both dynamic and fluid
Slavery was legal in the U.S. 200 years ago; but ethical?
Having a beer in the 1920s was illegal; but unethical?
Selling addictive, slow-killing tobacco is legal; but ethical?Eating a pot brownie today is illegal; but unethical?
The conclusion, its legal so it must be ethical does not hold
Neither does its corollary, its ethical, so it must be legal
-
8/11/2019 Lecture -- Session 1[1]
32/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Ethical Sources:
-
8/11/2019 Lecture -- Session 1[1]
33/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Stakeholder Approach: Examine issue through lenses of various groups
-
8/11/2019 Lecture -- Session 1[1]
34/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Common Perspectives on Ethics
Utilitarian: The greatest good for the greatest number of peopleDifficult to know/agree who is impacted and how much
Individual/Human Rights: Protect and maintain fundamental human rights
Which/whose rights get priority?
Distributive Justice: Fair, equitable, impartial treatment of all
What characterizes fairness?Practical: Acceptable public communication
How do disclosure preferences and personal networks impact decision rule?
Golden Rule: Treat others like you would want to be treated
Should one assume everyone wants the same things?
-
8/11/2019 Lecture -- Session 1[1]
35/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Social Responsibility: Continuum of Approaches
Obstructionist
Engages in
unethical and
illegal behavior.
Defensive
Adheres to the
letter of the law.
Accommodative
Acts legally and
ethically with some
stakeholderawareness.
Proactive
Goes above and
beyond societal
expectations andonly stockholders
preferences.
-
8/11/2019 Lecture -- Session 1[1]
36/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Perception: Process of organizing and interpreting sensory impressions in
order to give meaning to the environmentAttribution Theory
Selective Perception
Halo Effect
Projection
Stereotyping
Decision Making
Models: Rational vs. Bounded Rationaility
Unskilled & Biased Decision Makers
Availability Heuristic
Escalation of Commitment
Intuition
-
8/11/2019 Lecture -- Session 1[1]
37/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Attributionprocess of ascribing reasons for a persons behavior, or
attributing their behavior to particular causesTwo forms of attribution
Dispositional (internal; someones disposition)
Situational (external; someones situation)
Two common attribution errors
Fundamental attribution error (applies to other people)
Tendency to attribute negative behavior in others to dispositional (internal) sources
Tendency to attribute positive behavior in others to situational (external) sources
Self-serving bias (applies to self)
Tendency to attribute negative behavior of s el f to situational (external) sources
Tendency to attribute positive behavior of s el f to dispositional (internal) sources
-
8/11/2019 Lecture -- Session 1[1]
38/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Selective Perception:
Tendency to focus on or only see certain aspects of the environmentThings with which were familiar or know
Things to which were attracted or desire
Tendency to ignore or fail to acknowledge other aspects of the environment
The environment is too vast for our finite minds to grasp
We selectively ignore most of what goes on around usExample: Buying a new car
Have you ever noticed that when you buy a new type of car (or just shop a lot for one),you start those vehicles everywhere? Do you think they just started appearing? No,there were always there, but you just didnt see them.
-
8/11/2019 Lecture -- Session 1[1]
39/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Halo Effect
Drawing a general impression about someone based on a single characteristicThis characteristic may or may not be correlated with the others
The judgments can be positive or negative
Examples:
A student is well-mannered
Professor may assume the student is bright, hard-working, and diligentA company performs well
Analysts/press assume the company has high quality leadership, listens tocustomers, follows industry leading practices, etc.
An employee is consistently late to work
Supervisor assumes employees work is shoddy, doesnt follow directions, etc.
-
8/11/2019 Lecture -- Session 1[1]
40/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Projection
Attributing ones own characteristics to othersPreferences, abilities, values, goals, beliefs, personality, etc.
The world is perceived as more homogeneous than it really is
Examples:
You love joking around and playing practical jokes
You dont understand why Bob got so mad when you played that joke on him. Youwould have thought it was hilarious!
You are a quiet introvert and value your alone time
You cant understand why your coworkers try to involve you in their lives so much
at work
-
8/11/2019 Lecture -- Session 1[1]
41/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Stereotyping
Judging someone on the basis of their group membershipSimplifies thinking about the one person being assessed
Simplifies thinking about the group
Examples:
Heather is an extrovert, so shell be good at sales (may or may not be correct)
Assumes extroverts are good at sales Assumes she shares same traits that extroverts have that make good salespeople
Mark (age 60) wont be good at social media
Assumes older people lack technical skills
Assumes Mark shares same traits as other older people
-
8/11/2019 Lecture -- Session 1[1]
42/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Decision Making
Models
Clear & unambiguous
All known & analyzed
Complete & accurate
Non-biased & accurate
Optimal sought
Framing difficulties; onlysee symptoms
Only 1 or a few analyzed;sequentially
Incomplete & biased
Decision makers unskilled,and biased (next slide)
Satisficing
-
8/11/2019 Lecture -- Session 1[1]
43/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Unskilled & Biased Decision Makers
Decision makers use shortcuts called heuristicsAvailability heuristic: basing judgment on convenient or readily available information
Based on more emotional, vivid, life-changing, or recent events
Not a balanced perspective; overweighting of some available data
Escalation of commitment
An increased commitment to a previous decision in spite of negative information Throwing good money after bad
Frank and Sherry have been dating 4 years. Frank admits its been a rocky
relationship filled with heartache. You ask him if he will end the relationship. Hereplies that hes going to ask Sherry to marry him. Why? Frank replies, I have too
much invested in the relationship!
Intuition: All decision makers rely on intuition and heuristicsMost of the time it leads to poor decisions
It can be effective: When the decision maker is a true expert
-
8/11/2019 Lecture -- Session 1[1]
44/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
AnalysisMacro-Environment
Industry
Internal
Strategic Options
Generic Strategies
Integration
Diversification
Cooperative
Choice and ImplementationMission/Purpose
SWOT Analysis
Goals, Objectives & Planning
-
8/11/2019 Lecture -- Session 1[1]
45/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Macro-Environment
Economic Factors (GDP, interest rates, credit, unemployment, inflation, etc.)Sociocultural Factors (demographics, environmental concerns, education, etc.)
Government & Legal Factors (taxes, regulations, spending, IP, trade, etc.)
Technological Factors (computing, telecommunications, infrastructure, etc.)
Industry Analysis: Assessing threats of
Competitive Rivalry (price cuts; higher spending on R&D, service, mkt, etc.)
New Entrants (higher costs to maintain/build higher entry barriers)
Buyer Power (price concessions; demand better quality & service)
Supplier Power (higher prices; limit product/service features/quality)
Substitutes
Perform same/similar function as products in the industry, but by different means
e.g., Substitutes for autos: motorcycles, public transport, bicycles, walking, etc.
Puts a ceiling on prices; drives up costs related to performance, mkt, service, R&D
-
8/11/2019 Lecture -- Session 1[1]
46/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Internal
Functional Analysis (Management, Marketing, Finance, Operations)Competencies
Corecompetence: The best thing we do
Set of skills across the organization that exploits resources and produces addedvalue
Example: Hondas core competence is designing and building efficient enginesDist inct ivecompetence
A core competence no other organization possesses
Use VRIO to assess core and distinctive competencies
Is there Value to customers/organization? Will customers pay?
Is there Rarity among competitors? Are others providing same?
Is there Inimitability for future competitors? Can others easily copy? Is there Organization to fully exploit it? Is the firm fully leveraging it?
-
8/11/2019 Lecture -- Session 1[1]
47/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Generic Strategies
Low Cost Leadership: Achieving the lowest cost structure in the industryDifferentiation: Creating extra value so customers are willing to pay a premium
Integration
Vertical
Backward: Extending operations into supply sources
Forward: Extending operations closer to the end user
Horizontal: Extending operations at the same point in the supply chain
Diversification
Related (concentric): Extending activities outside industry but in a related area
Unrelated (conglomerate): Extending activities in an unrelated field
Cooperative
Strategic Alliances: with suppliers, distributors, competitors, complementors
Joint Ventures: new, separate legal entity is formed between 2 or more orgs
Collusion: cooperating with competitors to fix prices or limit costs (illegalities)
-
8/11/2019 Lecture -- Session 1[1]
48/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Mission & Purpose
Four organizational outcome possibilitiesComp et it ive Disadvantage underperformance relative to other organizations in thesame industry
Comp et it ive Par i ty performance on par with other organizations
Comp et it ive Adv antageSuperior performance relative to industry peers
Sustainable Compet i t ive Ad vantageOutperforming peers for prolonged time
Mission/Vision Statements
Mission: overarching aim of the organization
Bristol-Myers Squibb: To discover, develop and deliver innovative medicines thathelp patients prevail over serious diseases.
Vision: aspirational ideals of the organization
Whole Foods: Whole foods, whole people, whole planet.
Link strategy to purpose: Whatever the owners prioritize
Publicly held: maximize shareholder value
Privately held: whatever the owners want
Profit is usually one motive, but seldom is it even the highest priority
-
8/11/2019 Lecture -- Session 1[1]
49/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
SWOT Analysis
ElementsStrengthsareas in which the organization currently excels
Weaknessesareas in which the organization currently is weak
Opportunitiesconditions in the environment the organization is not capitalizing onnow, but could
Opportunities for Nike?
Children are more interested now than ever before in wildlife preservation
Form a joint venture with Foot Locker
Threatspotential or future conditions that may negatively impact the organization
UseGeneric assessment
Evaluative tools
Weighted SWOT matrix
TOWS matrix
MOWST matrix
-
8/11/2019 Lecture -- Session 1[1]
50/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Goals, Objectives & Planning
Common ToolsBalanced Scorecard
In four areas
Financial, customer, internal, and learning & growth
Four different assessments
Objectives, measures, targets & initiatives
Dashboards: Key metrics for managers/decision makers
Frequently customized by internal IT
Organizational-specific methods and tools
Successful ImplementationStructure/Culture
CommunicationLeadership
Motivation
-
8/11/2019 Lecture -- Session 1[1]
51/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Organizational Structure
Terminology & ConceptsTypes (with example org charts)
Organizational Culture
Key Concepts
How Culture is Created
How Culture is Sustained
-
8/11/2019 Lecture -- Session 1[1]
52/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Terminology & Concepts
Tall vs. flatLevels of authority within an organization
Tall has more hierarchical levels, flat has fewer
Span of control
Number of subordinates reporting to a manager
Small SOC (5 or 6) More oversight, more managers, taller structure
Larger SOC (1020)
More decentralization, fewer managers, flatter structure
Line vs. staff
Direct l ineor chain of command
Manufacturing, service, or whatever the primary company business is
Staff serves a specialist function
Like accounting, finance, HR, etc.
-
8/11/2019 Lecture -- Session 1[1]
53/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Types of Structures
Simple
Functional
Product
Geographic
Market
Matrix
Organic
-
8/11/2019 Lecture -- Session 1[1]
54/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Types of Structures
SimpleFunct ional
Product
Geographic
Market
Matrix
OrganicVP
Controller
Director
IT
Director
HR
VPIllinois
VP
Indiana
VP
Michigan
VPMerchandising
VP
Advertising
VP
Research
-
8/11/2019 Lecture -- Session 1[1]
55/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Types of Structures
SimpleFunctional
Product
Geographic
Market
MatrixOrganic
VP Finance
VP Marketing
VP
Manufacturing
VP Finance
VP Marketing
VP
Manufacturing
VP Finance
VP Marketing
VP
Manufacturing
-
8/11/2019 Lecture -- Session 1[1]
56/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Types of Structures
SimpleFunctional
Product
Geographic
Market
MatrixOrganic
VP Finance
VP Marketing
VP
Manufacturing
VP Finance
VP Marketing
VP
Manufacturing
VP Finance
VP Marketing
VP
Manufacturing
-
8/11/2019 Lecture -- Session 1[1]
57/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Types of Structures
SimpleFunctional
Product
Geographic
Market
MatrixOrganic
VP Finance
VP Marketing
VP
Manufacturing
VP Finance
VP Marketing
VP
Manufacturing
VP Finance
VP Marketing
VP
Manufacturing
-
8/11/2019 Lecture -- Session 1[1]
58/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Types of Structures
SimpleFunctional
Product
Geographic
Market
Matr ix
Organic
-
8/11/2019 Lecture -- Session 1[1]
59/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Types of
StructuresSimple
Functional
Product
Geographic
MarketMatrix
Organic
-
8/11/2019 Lecture -- Session 1[1]
60/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Organizational Culture
Values and behaviors that are shared, encouraged, and approved by themajority of organizational members or those in power
The way things get done around here
Culture variations
Dominant culture: overarching
Subculture: aligned with organization but with additions or added emphasisCounterculture: opposed to dominant culture
Cultural Continuum
-
8/11/2019 Lecture -- Session 1[1]
61/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Founders Personal Characteristics
Values, Perceptions, Personalities, Attitudes, etc.Example: Steve Jobs & Apple
Early Decisions create Path Dependence
Structure
Egalitarian structure at Intel
Reward systemsSouthwest Airlines and humor
Pivotal decisions
Wachtell, Lipton and retainers
-
8/11/2019 Lecture -- Session 1[1]
62/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Stories espouse what the organization values
About founders, key moments in history, extraordinary events, etc.Rites and rituals reinforce culture with recurring activities
New employee orientations, award ceremonies, performance celebrations
Symbols convey culture symbolically
Art, dcor, logos, office layout, parking spaces, etc.
Jargon creates a sense of membership and belonging
Technical, organization-specific, profession-specific, etc.
Human Resources
Homologous reproduction in hiring is a natural occurrence
Promotions, raises, hiring, terminations reinforce values
-
8/11/2019 Lecture -- Session 1[1]
63/64
ASSISTANTPROFESSOROFMANAGEMENTMichael E. Dobbs, Ph.D.
Human Resource Management (Ch. 12)
Motivation and Performance (Ch. 13)
Leadership (Ch. 14)
Effective Groups & Teams (Ch. 15)
Organizational Communication (Ch. 16)
Organizational Conflict, Politics, & Negotiation (Ch. 17)Management Module Exam
100 multiple choice questions (Scantron format)
Minimum score to pass module: 70%
-
8/11/2019 Lecture -- Session 1[1]
64/64
top related