...(Pinto) Chapter 2 The Organizational Context: Strategy, Structure, and Culture 2.1 True/False 1) The same project managed in the same fashion may succeed in one organization but fail in another. Answer: TRUE Diff: 2 Section: 2.0 Introduction Skill: Factual AACSB Tag: Reflective 2) Most companies are well suited to allow for successful completion of projects in conjunction with other on-going corporate activities. Answer: FALSE Diff: 1 Section: 2.0 Introduction Skill: Factual AACSB Tag: Reflective 3) Developing vision and mission statements is an important tactical step in project management. Answer: FALSE Diff: 2 Section: 2.1 Projects and Organizational Strategy Skill: Definition AACSB Tag: Reflective 4) One element of strategic management is cross-functional decision-making. Answer: FALSE Diff: 1 Section: 2.1 Projects and Organizational Strategy Skill: Definition AACSB Tag: Reflective 5) Strategy, goals, and programs support the organizational mission. Answer: TRUE Diff: 1 Section: 2.1 Projects and Organizational Strategy Skill: Definition AACSB Tag: Reflective 6) Stakeholder analysis looks at a project's customers and determines whether their needs are being met. Answer: FALSE Diff: 2 Section: 2.2 Stakeholder Management Skill: Definition AACSB Tag: Reflective 7) Suppliers and competitors are possible intervenor groups in a project. Answer: TRUE Diff: 1 Section: 2.2 Stakeholder Management Skill:...
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...3194 – Organizational Theory Assessment Task 1: Individual Assignment Completed by: Cheryl Tan Hui Ting S3449942 Word Count: 1836 Organizations are dependent on the environment for their survival. The organizational environment has been defined as all the factors that exist out of the organization that has the potential to affect parts, if not all, of the organization. The effects of their relationship can cause an organization to dictate the structure of their processes and functions in a particular manner that can ensure productivity, effectiveness and maximize gains. In this essay, we will focus on two paradigms that can help shed light in understanding how Coca Cola relate to its environment. The first paradigm that will be explored is the Modernist Perspective. The modernist approach embraces objective ontology and positive epistemology, where theorists believe organizations exist even if there is no knowledge of it. They seek out the truth through tests, assessments and statistical methods to fulfill the purpose of being effective, more productive and to gain power, control and structure within the organization (Hatch & Cunliffe 2013). Modernist theorists define the environment as an objective entity living outside the organization’s boundary. Stakeholders, who have a role to play in the survival of the organization where they provide materials, resources, capital, equipment and regulate law, are part of the environment. These stakeholders form...
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...A Stakeholder Model of Organizational Leadership Author(s): Marguerite Schneider Source: Organization Science, Vol. 13, No. 2 (Mar. - Apr., 2002), pp. 209-220 Published by: INFORMS Stable URL: http://www.jstor.org/stable/3085994 Accessed: 30/07/2010 02:12 Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at http://www.jstor.org/action/showPublisher?publisherCode=informs. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. INFORMS is collaborating with JSTOR to digitize, preserve and extend access to Organization Science. http://www.jstor.org A ...
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...Organizations Addressing the Sustainability Challenge Modern society is affected daily by technological advances, the fluidity of the economic system, the legitimacy of products, and the constant change in the environment. Likewise, modern organizations face the same challenges. As Daft (2012) mentions, all organizations exist for a purpose. The challenge for managers is to be able to understand these challenges as well as be able to project how they will affect their organization. The manager then must be able to apply organizational changes that will exploit these challenges in order to promote growth. Otherwise, the existing purpose of the organization would deteriorate. This issue is known as organizational sustainability; just as society must adapt to the constant change of the environment, organizations must adapt to constant change in order to maintain their purpose. Further, corporate sustainability is being able to identify the social, environmental, and economic impact that leaders must address for the success of their organization. It is critical for managers to consider sustainability because in order to keep an organization’s product or service relevant to the market, they must be able to adapt their strategy to the constant change of environment. Organizational sustainability encompasses the personnel that make up the organization, the products and services that the organization provides, and the processes of the organization (McNamara, 2014). For example, Daft...
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...2008 Baldrige National Quality Program Education Criteria for Performance Excellence THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD A Public-Private Partnership Building active partnerships in the private sector—and among the private sector and all levels of government—is fundamental to the success of the Baldrige National Quality Program in improving national competitiveness. Privatesector support for the Program in the form of funds, volunteer efforts, and participation in information transfer continues to grow. To ensure the continued growth and success of these partnerships, each of the following organizations plays an important role. board is appointed by the Secretary of Commerce and consists of distinguished leaders from all sectors of the U.S. economy. The Board of Overseers evaluates all aspects of the Program, including the adequacy of the Criteria and processes for determining Award recipients. An important part of the board’s responsibility is to assess how well the Program is serving the national interest. Accordingly, the board makes recommendations to the Secretary of Commerce and to the Director of NIST regarding changes and improvements in the Program. Foundation for the Malcolm Baldrige National Quality Award The Foundation for the Malcolm Baldrige National Quality Award was created to foster the success of the Program. The Foundation’s main objective is to raise funds to permanently endow the Award Program. Prominent leaders from U.S. organizations...
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...Midterm CHAPTER 1 • Value creation takes place at 3 stages, input, conversion, and output. Each stage is affected by the environment in which the organization operates. - Organizational environment is the set of forces and conditions that operate beyond an organization's boundaries but affect its ability to acquire and use resources to create value. - Inputs include resources such as raw materials, machinery, information and knowledge, HR, and money and capital. They way the organization chooses and obtains from its environment the inputs it needs to produce goods and service determines how much value the organization creates at the input stage. E.g.) choose certain products and people to work for company. - Conversion stage: organization uses human resources and technology to transform inputs into outputs. It depends how much value is created in this stage. The amount of value the organization creates is a function of the quality of its skills, including its ability to learn from and respond to the environment. E.g.) How to best sell and market products. - Outputs come after conversion stage. Outputs include finished goods and services that the organization releases to its environment, where they are purchased and used by customers to satisfy their needs. After all these steps are accomplished, the cycle starts all over again after the money is earned from the sale of its output. • Competitive advantage is the ability of me company to outperform...
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...Instructor’s Manual to Accompany Organizational Behavior 5/e emerging knowledge and practice for the real world by Steven L. McShane and Mary Ann von Glinow Chapter 1 Introduction to the Field of Organizational Behavior Prepared by: Steven L. McShane, University of Western Australia This Instructor’s Manual 1ile is part of the Instructor’s Resource CDROM for Organizational Behavior: Emerging Knowledge and Practice for the Real World, 5th edition 10‐digit ISBN: 0073364347 13‐digit ISBN: 9780073364346 Published by McGraw‐Hill/Irwin, a business unit of The McGraw‐Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020. Copyright © 2010, 2008, 2005, 2003, 2000 by The McGraw‐Hill Companies, Inc. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw‐Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. McGraw-Hill Irwin Chapter 1: Introduction to the Field of Organizational Behavior 1 Introduction to the Field of Organizational Behavior LEARNING OBJECTIVES After reading this chapter, students should be able to: 1. De1ine organizational behavior and organizations, and discuss the importance of this 1ield ...
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...resources are organized 2. A single organizational structure is best for all organizations regardless of strategy. 3. An organization’s structure reveals the formal groupings and specializations of activities. 4. The Project Organization is based upon organizing resources to perform specialized tasks or activities in order to attain the goals of the organization. 5. The Functional Organization is based upon organizing resources to perform specialized tasks or activities in order to attain the goals of the organization. 6. Breadth, depth of knowledge and experience are advantages for projects sponsored by organizations with functional structures. 7. The Project Organizational structure supports clear authority and responsibility, improved communication and high levels of integration. 8. Disadvantages of the Project Organizational structure include project isolation, duplication of effort and projectitis. 9. Projectitis sometimes occurs when the project manager and project team develop a strong attachment to the project and to each other. 10. Unity of Command is violated when a project team member has only one direct superior. 11. The main feature of the Matrix Organizational structure is the ability to integrate areas and resources throughout an organization. 12. High potential for conflict and poor response time are disadvantages of the Matrix Organizational structure. 13. The informal organizational structure is a published structure that...
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...brands (quoted in Dibyendy Ganguly, “who moved my cheese”, in Brand Equity, The Economic Times, 2nd March 2011, page 1). 1 10/14/2012 Open systems model Organization Input Conversion process Output Implications of Open systems model • • • • • • Measuring effectiveness Stakeholder and environment management Aligning members Defining boundary Achieving coordination Organizational change 2 10/14/2012 Organizational effectiveness External resource approach Secure resources Cost & quality of inputs Market share Stakeholder support Internal resources approach Innovation and responsiveness Decision time Innovativeness Employee motivation, coordination, conflict Time to market Technical approach Conversion efficiency Product quality & cost Customer service Delivery time Ethical decisions • Is it for the greater good? The utilitarian approach – If no – reject • If yes: Does it protect the rights of those affected by the decision? The moral rights approach – If no – reject • If yes: Does it distribute benefits and harm equitably? The justice approach – If no – reject – If yes – Accept this decision 3 10/14/2012 Problem of aligning members to organizational goals through adequate control mechanisms AGENCY THEORY Salient aspects • Applicable whenever there is a Principal-Agent relationship – Board structure & compensation – More generally – boss/subordinate • Core assumptions – Self-interest – Goal conflict –...
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...Wayne Brock Facilitating Change The environment and culture of a company are instrumental; organizations face uncertainty from the beginning and must learn to analyze their environment and competition as expediently as possible. Activities, for example such as task allocation, coordination, and supervision directed toward the attainment of organizational aims are the elements of organizational structure. In conjunction with structure is organizational design, the plan. According to Hearst Communications, Inc. (2013), “When a company's leaders develop plans for how their company should function or would perform better, they undertake the business of organizational design. Good design takes inventory of all the tasks, functions and goals of a business, and then develops groupings and orderings of job positions; departments and individuals to best and most efficiently achieve those ends. Usually, designs are expressed through an organizational chart, which helps players throughout an organization understand functions and power relationships” As a business’s environment changes it is vital to identify, reassess, and possibly change one’s organizational structure and design. Knowing how to respond to the environment aids the company as economic, legal, political, and social circumstances change. Virgin America Airlines is expanding into China, and management realizes recommended changes in strategy may affect its current organizational structure and design. This discourse...
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...Goals…………………………………………………………………4 III. Organizational Structure………………………………………………………………....4 IV. Collaborative Process among Functional Areas for Achieving Organizational Goals…..5 V. Lateral and Vertical Collaboration within the Organization……………………………..6 VI. Key Stakeholders and their Role………………………………………………………....6 VII. Conclusion……………………………………………………………………………7 Functional Area Interrelationships I. Introduction: For years now many trucking companies have come and gone, but Huffman Trucking has a new look on business. The new way of looking at the business has separated them form others in the market. They have expanded to over 1,300 employees across the company. They have been able to expand by becoming more efficient and better management solutions. The expansion has allowed for more road tractors and a major increase in trailers. Huffman trucking has expanded its technical strategies to allow for future growth. Keeping a business with the top of the line technologies can allow for customers to feel more comfortable going back to the same business, repeat customers can drive the trucking business through the roof. The more repeat customers Huffman Trucking Company can retain the better their future can be. II. Mission, Vision, Values, and Goals: a) . Mission According to Huffman Trucking Company (2013), ‘Our mission is to be a profitable, growing, adaptive company in an intensively competitive logistical services business environment” (para. 2). ...
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...latest buzzword among business, government, and nonprofit entities. Business leaders must be wondering if it's just the latest management fad of a concept that will fundamentally change how businesses are managed and measured. This paper is based on the notion that sustainability is more than a fad, but rather is creating a permanent shift in the very nature of business. Since the advent of the paradigm of sustainable development in the 1980s, the private sector has been shifting from a narrow economic conception of responsibility toward a comprehensive approach that attempts to balance economic objectives with environmental pressures and changing societal expectations (Robinson, 2000). The Brundtland Commission (World Commission on Environment and Development, United Nations, 1987) is generally credited with introducing "sustainability" in their report, Our Common Future. The report states that "Humanity has the ability to make development sustainable--to ensure that it meets the needs of the present without compromising the ability of future...
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...for organizations to survive in today’s technology-focused environment. Increasing amounts of resources are invested in IS infrastructures in organizations to give better services and to produce better value products. This boost brings the question of how much those systems add value to the business or to the organization compared to their investment. A recent survey (McKinsey, 2008) has reported that the huge sums invested in information technologies (IT) have not really served organizations’ business strategies as effectively as expected. Therefore, there is a need to justify IS expenditure by examining its contribution to achieving organizational goals. For a website to be effective it has to be of the highest quality possible. A website that is not well designed or well executed will only reflect poorly on the small or medium sized business or professional individual it represents. Having a website that looks unprofessional is worse than having no website at all. A professionally designed, developed and executed website should be overall attractive to its target market and should provide visitors with full functionality that meets all their requirements with easy and user friendly navigation. Because of the advances in Internet and IT, many IS systems turned into web-based information systems (WIS), enabling access through multiple channels in a dynamic and competitive environment. Considering this new environment together with the increased need for system assessment, this...
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...Semester III UNIT – I STRATEGY AND PROCESS |Conceptual Framework for Strategic Management – Concept of Strategy and Strategy Formation Process – Stakeholders in Business – Vision, | |Mission and Purpose – Business Definition – Objectives and Goals – Corporate Governance – Social Responsibility | CONCEPTUAL FRAMEWORK FOR STRATEGIC MANAGEMENT Strategic management deals with decision making and actions which determine an enterprise’s ability to excel survive or die by making the best use of a firm’s resources in a dynamic environment. The main purpose of study of strategic management is to examine why some organization succeed while others fail and yet others completely change. Consider the following examples: ➢ Bharat Heavy Electricals Ltd. (BHEL) is now planning to expand its range to 800 MW supercritical power projects. ➢ LG Electronics India Ltd. (LGEIL) signed a MOU with Maharashtra government to expand manufacturing facility at Pune for Rs.900 crores. ➢ GAIL India has received an offer from China Gas Holdings for participation in a gas based petrochemical project to be set at Humor in Mangolia. ➢ The world’s largest steel conglomerate Mittal Steel Company is to become the second largest stakeholder in a Chinese Steel firm in Hunan Province. ➢ Mittal singed three MOUs with Jharkhand Government for setting up 12 million tonne Greenfield project in two phases. ➢ Maruthi Udyog slashed the price of Maruti-800 by...
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...4. Part of McDonald’s strategy was the choice that it would remain involved in additional food concepts such as Boston Market and Chipotle. ANS: T PTS: 1 DIF: Easy OBJ: 01-01 TYPE: application NOT: AACSB: Business Knowledge & Analytical Skills | Management: Strategy | Dierdorff & Rubin: Managing strategy & innovation 5. Alligator Enterprises has earned above-average returns since its founding five years ago. Since no other firm has challenged Alligator in its particular market niche, the firm’s owners can feel secure that Alligator has established a competitive advantage. ANS: F PTS: 1 DIF: Hard OBJ: 01-01 TYPE: application NOT: AACSB: Business Knowledge & Analytical Skills | Management: Strategy | Dierdorff & Rubin: Managing the task environment 6. permanent. The goal of strategic management is to develop a competitive advantage that is ANS:...
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