...Back in 2002, arts communities across the United States were experiencing financial hardships due to the weakening economy and declines in public and private support resources. Two art organizations in Salt Lake City, Utah; the Utah Opera and Utah Symphony, are just two examples that experienced these hardships. In order to alleviate the effects of those hardships, the two company boards and Anne Ewers (general director of the Utah Opera) are convening in meetings to discuss merger of the 2 organizations. Anne Ewers was approached whether she would be interested in becoming the CEO of the merged organization. Anne Ewers has a good reputation for being energetic, enthusiastic, and fully capable of assuming this position. Her reputation also entails retiring a $450,000 debt at a previous company and growing the Utah Opera’s annual budget from $1.5 million to $5 million. A merger of the two companies will bring about different reactions and emotions from both sides and the community. We will analyze motivations of various constituents to better understand their positions for or against the merger and assist Anne Ewers in identifying issues she may experience. A1. Bill Bailey Bill Bailey is the chairman of the board of trustees at the Utah Opera. Mr. Bailey and the board will have direct a direct say in the merger by voting yes or no. When Mr. Bailey was made aware of the proposal for merger, he had concerns and showed opposition towards the merger. To motivate the rest of the...
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...HRM 4495 CH 7 Team decision making- pitfalls and solutions 1. Decision making is an integrated sequence of activities -gathering, interpreting and exchanging information -creating and identifying alternative courses of action -choosing among alternatives by integrating differing perspectives -opinion of team members -implementing a choice 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...
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...CASE STUDY Materials Management (MM) Case Study This case study explains an integrated materials management process in detail and thus fosters a thorough understanding of each process step and underlying SAP functionality. Product SAP ERP G.B.I. Release 6.04 MOTIVATION The data entry requirements in the materials management exercises (MM 1 through MM 5) were minimized because much of the data was stored in the SAP system. This stored data, known as master data, simplifies the processing of business transactions. In the procurement process, we used master data for vendors, materials (products we purchased) to simplify the procurement process. In this case study, we will create the master data for a new vendor and a new trading good. PREREQUISITES Before you use this case study, you should be familiar with navigation in the SAP system. In order to successfully work through this case study, it is not necessary to have finished the MM exercises (MM 1 through MM 5). However, it is recommended. Level Undergraduate Graduate Beginner Focus Materials Management NOTES This case study uses the Global Bike Inc. (G.B.I.) data set, which has exclusively been created for SAP UA global curricula. Authors Bret Wagner Stefan Weidner Version 2.01 © SAP AG CASE STUDY Process Overview Learning Objective Understand and perform a purchasing process cycle Time 140 min Scenario In order to process a complete purchasing process you will take on...
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...B398 Ch. 1 • • • 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...
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...CASE STUDY Materials Management (MM) Case Study This case study explains an integrated materials management process in detail and thus fosters a thorough understanding of each process step and underlying SAP functionality. Product SAP ERP G.B.I. Release 6.04 MOTIVATION The data entry requirements in the materials management exercises (MM 1 through MM 5) were minimized because much of the data was stored in the SAP system. This stored data, known as master data, simplifies the processing of business transactions. In the procurement process, we used master data for vendors, materials (products we purchased) to simplify the procurement process. In this case study, we will create the master data for a new vendor and a new trading good. PREREQUISITES Before you use this case study, you should be familiar with navigation in the SAP system. In order to successfully work through this case study, it is not necessary to have finished the MM exercises (MM 1 through MM 5). However, it is recommended. Level Undergraduate Graduate Beginner Focus Materials Management NOTES This case study uses the Global Bike Inc. (G.B.I.) data set, which has exclusively been created for SAP UA global curricula. Authors Bret Wagner Stefan Weidner Version 2.01 © SAP AG CASE STUDY Process Overview Learning Objective Understand and perform a purchasing process cycle Time 140 min Scenario In order to process a complete purchasing process you will take on...
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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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...WORK MBA514 Spring 2013 Work in accountability hierarchies (organisations) = using discretion and judgement in making decisions in carrying out a task* within certain parameters (including time limits). - Jaques, 1989 The capacity to work depends on one’s knowledge and experience, skills, temperament and wisdom, and it is driven by one’s values. *A task is an assignment to produce a specific output (valued goal) within a target completion time Maximum target completion time Prescribed limits, laws, etc. Resources and methods Feedback Data Mind processes (Discretion / Judgement / Decision) Feedback Data Resources and methods Prescribed limits, laws, etc. 8 7 6 5 Context: Environment 5 Value add: Life of the organisation 5 Problem-solving approach: Whole systems 4 Context: The mission 4 Value add: Strategic practice 4 Problem-solving approach: Parallel processing 3 Context: System 3 Value add: Best practice 3 Problem-solving: Alternative paths 2 Context: Procedure 2 Value add: Service 2 Problem-solving: Diagnostic accumulation 1 Context: Standards 1 Value add: Quality 1 Problem-solving: Direct judgement Work strata 5 4 3 2 1 Congruence model MBA514 Spring 2013 Basic assumptions A manager must manage organisational behaviour. That means that he or she must have the capacity to • understand the behavioural patterns of individuals, groups and organisations, • predict the behavioural responses that will most probably...
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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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...Module Page Description 1 Strategy Set of techniques & tools for leading, managing, coordinating and making decision in times of complexity & change Organising tools, shared language for analysing and communicating current position of Org Means of communicating tasks of coordinating complex activities towards the goals of Org Emergence - Changes in nature of Ownership and management, Changing and gloabliisng market conditions, New Org structures Org vision and mission statement articulates its strategy, Org performance relative to its strategy is in performance review in Annual Report Telstra One Factory Approach - Bringing together Operations and Management of IT System, removing duplication and complexity in system. Leadership Leadership = influence process “Follower-ship” different from management “Subordinate-ship” Power & Influence – Power to change people’s behaviour and Influence to change their preferences Can be exercised from any level or position within an Org Capacity to motive and elicit employee commitment Effective and Forward thinking Accountant Roles in Strategic Leadership 2 External Environment – Analysing an Industry Process includes – definition of ‘Industry’, Life Cycle Stage, Evolution, how factors may change their impact on future growth & profitability, what drives customers demand, Critical Success factors & how competitors compete Gathering Data – Internet, Public Agencies & Statutory Authorities, Industry Associations,...
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...organizational comunity and order. Fine-tuning, incremental Adaptive, incremental but recreative: * Individual initiatives: small-scale changes, personal initiatives, identifying and emplementing small-scale changes. Individual ability to create or exploit a tech. 1. Autocratic 2. Meritocratic 3. Social club Second order: discontinuos change “is transformational. Alters org core, not developing but transforming: * Downsizing, restructuring and reengineering are regarded as transformational. Ocurring recommendations for major change with hypercompetitive bussines eviroments: 1. Delayering; vertical levels 2. Networks/alliance; internal and external collaboration 3. Outsourcing; no distinctive competence 4. Dissaggregation, smaller bussines units 5. Empowerment; to provide employees with authority, resources and encouragement to take actions 6. Flexible work groups 7. Short-term staffing; short period, specific issues/tasks 8. Reduction of internal and external boundaries; to encourage communication and resource sharing Reorientation, Re-creation. Transformational Types: * Type 1, org moves from an entrepreneurial to a professional management structure; Apple Computers from an entrepreneurial company, larger professional. * Type 2, revitalization of already-established companies, same market but focuses on how to rebu itselfs in order to operate effectively. Compaq computers * Type 3, visionary change, fundamentally...
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...Summaries Management Control ------------------------------------------------- Session 1: Chapters 1,2,3 & 4 Chapter 1 Management and control Management control – all devices or systems managers use to ensure that behaviors and decisions of their employees are consistent with the organizations objectives and strategies (MCS) * Back end of management process * Involves managers taking steps 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...
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...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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...Chapter 6 LO6-2: Differentiate between the global task and global general environments. The task environment is a set of forces and conditions that originate with suppliers, distributors, customers, and competitors and affect an organization’s ability to obtain inputs and dispose of its outputs because they influence managers daily. These forces have the most immediate and direct effect on managers because the pressure from them. The general environment includes the wide-ranging global, economic, technological, sociocultural, demographic, political, and legal forces that affect an organization and its task environment. Opportunities and threats resulting from changes in the general environment are often more difficult to identity and respond to than are events in the task environment. Changes in these forces can have major impacts on managers and their organization. LO6-3: Identify the main forces in the global task and general environments, and describe the challenges that each force presents to managers. Task Environments: 1) Suppliers- the individuals and organization that provide an organization with the input resources it needs to produce goods and services 2) Distributors- Organizations that help other organizations sell their goods or services to customers. 3) Customers- Individuals and groups that buy the goods and services an organization produces. 4) Competitors- Organizations that produce goods and services that are similar to a particular organization’s...
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...“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. Strategic intent gives a picture about what an organization must get into immediately in order to achieve the company’s vision. It motivates the people. It clarifies the vision of the vision of the company. Strategic intent helps management to emphasize and concentrate on the priorities....
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...ORGANIZATIONAL BEHAVIOR Unit- 1. Definition, need and importance of organisational behaviour- nature and scope- frame work – organisational behaviour models. What Managers Do Manager: Individuals who achieve goals through other people. Managerial Activities • • • Make decisions Allocate resources Direct activities of others to attain goals Where Managers Work A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals. Management Functions Management Functions Planning: A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. [1] Organizing: It determining what tasks are to be done, who is to do them, how the tasks are tp be grouped, who reports to whom and where decisions are to be made. Leading: A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. Controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations. Mintzberg‟s Managerial Roles [2] Definition - Organisational Behaviour. OB is a systematic study of the actions and reactions of individuals, groups and subsystems. O.B. is the systematic study and careful application of knowledge about how people- as individuals and as members of groups –act within organizations. It strives to identify ways in which...
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