Professional Documents
Culture Documents
Samenvatting Boddy
Chapter 1 Managing in organisations
1
Entrepreneur = someone with a new venture, project or activity, and is usually associated
with
creative thinking, driving innovation and championing change.
Innovation =the process of taking a creative idea and turning it into a useful product,
service or
method of operation.
2
Organisation = a social arrangement for achieving controlled performance towards goals that
create
value.
Value = When resources are transformed into goods or services that are worth more than their
original cost plus the cost of transformation.
3
Management as an universal human activity = occurs whenever people take responsibility
for an
activity and consciously try to shape its progress and outcome
Manager = someone who gets things done with the aid of people and other resources
Management = the activity if getting things done with the aid of people and other resources.
Management as a distinct role = develops when activities previously embedded in the work
itself
become the responsibility not of the employee, but of owners or their agents.
Role =the sum of the expectations that other people have of a person occupying a position.
4
General managers = responsible for the performance of a distinct unit of the organisation
Functional managers = responsible for the performance of an area of technical or professional
work
Line managers = responsible for the performance of activities that directly meet customers
needs.
Staff managers = responsible for the performance of activities that support line management,
Project managers = responsible for managing a project, usually intended to change some
element of
an organisation or its context.
Hierarchy.
Low High
Performing direct operations.
Managing staff on direct operations
Managing managers
Managing the business.
5
Stakeholders = individuals, groups or organisations within an interest in, or who are affected by,
what
the organisation does.
Rosmary Stwerat found 5 profiles of managers.
Emissaries Spent much of their time out of the organisation, meeting customers, suppliers.
Writers Spent most of their time alone reading and writing, had the fewest contacts with other
managers.
Discussers Spent most of their time with other people and with their colleagues
Troubleshooters Had the most fragmented work pattern of all, with many diary entries and
many
fleeting contacts, especially with their subordinates.
Committee members - Had a wide range of internal contacts, and spent much time in
formal
meetings.
Disseminator
Spokesperson
Interpersonal
Figurehead
Leader
Liaison
Decisional- need to be creativeEntrepreneur
( being able to combine ideas in
a unique way to make unusual
associations between ideas)
Disturbance handler
Resource allocator
Negotiator
Activity
Seek and receive information,
scan reports, maintain
interpersonal contacts
Forward information, send
memos, make phone calls
Represent the unit to outsiders
in speeches and reports
Perform ceremonial and
symbolic duties, receive visitors
Direct and motivate
subordinates, train, advise and
influence.
Maintain information links in
and beyond the organisation
Initiate new projects, spot
opportunities, identify areas of
business development.
Luthans says that the behaviour of management influences the level of success and
effectiveness.
There were 4 behavioural categories:
Communicating = Exchanging information and paperwork
Traditional management = Planning, decision making, controlling.
Networking = Interacting with outsiders, socializing, politicking.
Human resource management = Motivating, managing conflict, staffing, training.
6
Managers also influence others by the way they manage the transformation of resources into
more
valuable outputs.
Management tasks = planning, organizing, leading and controlling the use of resources to add
value
to them. (Figure 1.2 )
The organisation depends on the external environment for the resources to sustain them.
Planning deals with the overall direction of the work to be done.
Organising is the activity of moving abstract plans closer to realization, by deciding how to
allocate
time and effort.
Leading is the activity of generating effort and commitment, including motivating individuals
and
teams.
Controlling is the task of monitoring progress, comparing it with the plan, and taking
corrective
action.
7
Managers can also influence others through changing aspects of the context in which they
work.
There are 8 elements that can change the context.
Objectives
Culture
Structure
Technology
Power
People
Finance
Business process
The historical context also influences event, as does the external context.
See figure 1.4
8
Managers should be able to think critical.
Critical thinking = indentifying the assumptions behind ideas, related them to their context,
imagine
alternatives and recognize limitations.
Critical thinkers look for the assumptions the underlie taken-for-granted ideas, beliefs and values
and
question their accuracy and validity.
Figure 2.2
6
See figure 3.6
Actively waiting:
Keeping priorities clear to avoid dissipating energy and resources.
Conducting reconnaissance to identify.
Keeping a reserve of cash to fund major opportunities when they emerge.
Using lulls push through operational improvements.
Declaring that an opportunity is the companys main effort to seize faster than its rivals.
7
Stakeholder mapping = identifying the views and influence of stakeholders and the major issues
that
need to manage.
Stakeholders:
Shareholders
Suppliers
Government
Customers
Employees
Lenders
Pervasiveness = the extent to which a firm is likely to encounter corruption in the course of
normal
transactions with state officials.
Arbitrariness = The degree of ambiguity associated woth corrupt transactions.
5
The economic context of a country includes :
Stage of economic development.
Income per head of population.
System of markets.
Current economic situation
Inflation
Exchange rates
Levels of debt
6
Technological context includes all kinds of infrastructures.
A poor infrastructure is an opportunity for those supplying such
facilities.
7
The environment depends on the natural resources available. There can be made a
distinction
between renewable and not renewable resources.
8
Each jurisdiction has its own regulations affecting business practice, which they expect
companies
operating in the country to meet. The most significant developments in the legal environment
are
those associated with international trade agreements and regional economic alliances.
GATT( General agreement on tariffs and trade)
WTO ( World trade organisation)
European Union
9
Different cultures have different ways of communicate with each other, how they respond
to
authority and in many other aspects of social life.
High-context culture = Culture in which information is implicit and can be only fully understood
by
those with shared experiences in the culture.
Low-context culture = Cultures in which people are more psychologically distant so that
information
needs to be explicit if members are to understand it.
Attitude to conflict and harmony
10Comparison of national cultures
Power distance = the extent to which the less powerful members of organisations within a
country
expect and expect that power is distributed unevenly.
Uncertainty avoidance = the extent to which members of a culture feel threatened by
uncertain or
unknown situations
Individualism/ Collectivism
Individualism = pertains to societies in which the ties between individuals are loose.
Collectivism = a society in which people, from birth onwards, are integrated into strong,
cohesive in
groups which protect them in exchange for unquestioning loyalty.
Masculinity/Feminity
Masculinity = societies in which social gender roles are clearly distinct.
Feminity = societies in which social gender roles overlap.
Long-term / Short-term
11
Whitleys elements of national institutional features
State structure and policies:
Dominance of the state and its willingness to share risk with private
owners.
State antagonism to institutions enabling cooperation between firms.
Extent of formal regulation of entry to and exit from markets.
Financial system:
Capital market or credit based.
Skill development and control system:
Strength of public training system and of state-employer-union
collaboration
Strength of independent trade unions
Strength of labour organisation based on certified expertise
Centralisation of bargaining.
Trust and authority relations
Strength of institutions governing trust relations and collective loyalties
Predominance of paternalist authority relations
Importance of communal norms governing authority relations.
12
Advances in communications techonology were increasingly inspiring consumers around the
world to
want the same thing.
Benefits of globalization:
Growth
Economic development
Wider choice for consumers
Costs include loss of income by local producers.
Management issues include balancing local needs with company styles and methods.
Chapter 6 Planning
1
Planning offers a systematic way to cope with changes in external
forces.
Formal plans: written down, express the goals of the company.
Informal plans: not written down, nor widely or consistently shared.
2
Planning = the task of setting objective, specifying how to achieve them, implementing the plan
and
evaluating the results.
Planning involves establishing the goals.
Goals = a desired future state for an activity or organisational unit..
Benefits of well done planning:
Clarifies direction
Motivates people
Helps to use resources efficiently
Provides a way to measure progress.
Planning supports new ventures by :
Enabling quicker decisions
Providing a tool for managing resources to minimize bottlenecks
Identifying actions to achieve broader goals in a timely manner.
3
Business plan = a document that sets out the markets the business intends to serve, how it will
do so
and what finance they require.
Strategic plan = sets out the overall direction for the business, is broad in scope and covers all
the
major activities.
Strategic business units = a number of closely related products for which it is meaningful to
formulate
a separate strategy.
Operational plans = detail how the overall objectives are to be achieved, by specifying what
senior
management expects from specific departments.
Corporate strategy = concerned with the firms choice of business, markets and activities and
thus it
defines the overall scope and direction of the business.
4
See tablesystem
Planning
6.1
= refers to the processes by which the members of an organisation produce
plans,
including their frequency and who takes part in the process.
See figure 6.3
5
Planners draw information from the general and competitive environments using tools as
Porters
five forces analysis. The can do this within the framework of a SWOT analysis, or use
forecasting,
sensitivity analysis, critical success factors and scenario planning techniques
6
Mission statement = a broad definition of an organisations operations and scope, aiming to
distinguish it from similar organisations.
Goals turn the generalities of mission statement into specific commitments.
A way of relating goals to each other is to build them into a hierarchy, in which the overall
goals are
transformed into more specific goals for different parts ot the organisation.
Effective goal setting involves balancing multiple goals, considering whether they meet the
SMART
criteria, and evaluating their likely motivational effects.
Stated goals = those goals that are prominent in company publications and websites.
Real goals = those goals which people give the most attention
Specific
Measurable
Attainable
Rewarded
Timed
Practical uses of goal-setting theory:
Goal difficulty= set goals for work performance at levels that will stretch employees but are
just
within their ability
Goal specificity = express goals in clear, precise and if possible quantifiable terms, and avoid
setting
ambiguous or confusing goals.
Participation= where practicable, encourage staff to take part in setting goals to increase their
commitment to achieving them.
Feedback = provide information on the results of performance to allow people to adjust their
behaviour and perhaps improve their achievement of future plans.
7
Identifying actions and communication the plan:
Figure 6.5 The wheel provides a model for recalling the likely areas in an organisation that a
plan
should cover.
Comprehensive plan: clear-cut change in direction.
Incremental plan: uncertain conditions
Selective plan: best way forward.
Communicating:
Ensure that everyone understands the plan
Allow them to resolve any confusion and ambiguity
Communicate the judgment and assumptions that underlie the plan
Ensure that activities around the organisation are coordinated in practice as well as on
paper.
8
The value of a plan depends on people implementing it. That also depends on the
experience of
those implementing it and the receptivity if the organisation to change.
2
Decision = a specific commitment to action ( usually a commitment of resources)
Decision making = the process of identifying problems and opportunities and then resolving
them.
See figure 7.2 for the tasks in decision making.
Recognising a problem and setting objectives.
Problem = a gap between an existing and a desired state of affairs.
Opportunity = the chance to do something not previously expected.
Setting and weighting the decision criteria.
Decision criteria = the factors that are relevant in making a decision.
Developing alternatives.
Compare alternatives and choose.
Decision tree = a tool that helps someone to make a choice by progressively eliminating
options as
additional criteria or events are added to the tree.
Implement chosen alternative.
Evaluating the decision.
3
Programmed decision = a repetitive decision that van be handled by a routine
approach.
Non-programmed decision = a unique decision that requires a custom-made solution
when
information is lacking or unclear.
For a programmed decision there usually is a procedure, rule or policy.
Procedure =a series of related step to deal with a structured problem
Rule = sets out what someone can or cannot do in a given situation.
Policy = a guideline that establishes some general principles for making a decision.
Another way to categorise decisions is in terms of their link to other decisions. Are the
dependent or
independent.
4
Decisions arise within a wider context and the conditions in this context materially affect the
decision
process.
There are 4 major conditions influencing the decision.
Certainty = the situation when all the information the decision maker needs is available.
Risk =refers to situations in which the decision maker is able to estimate the likelihood of the
alternative outcomes.
Uncertainty =when people are clear about their goals but have little information about which
course
of action is most likely to succeed.
Ambiguity = when people are uncertain about their goals and how best to achieve them.
5
6
Heuristics = simple rules or mental short cuts that simplify making
decisions.
Formulate strategy
Implement strategy
Evaluate results
4
Managers in large companies develop strategies at corporate, business and functional
level.
At corporate level the strategy reflects the overall direction of the organisation. Sometimes it is
necessary to change/renew the strategy. Managers can decide how to achieve their chosen
option by
using the product/market matrix. See figure 8.5
Business level strategy focuses on how to compete. Porter indentified two basic types of
completion.
Low cost or differentiation. A firm can have 3 strategies:
Cost leadership ( Lower cost, broad target) = a firm uses low price as the main competitive
weapon.
Differentiation strategy ( Differentiation, broad target) = the company offers a product or service
that
is perceived as unique or distinctive on a basis other than price
Focus ( Narrow target, differentiation or lower cost) = when a company competes by targeting
very
specific segments of the market.
5
Corporate and business strategies can be delivered by:
Internal development : rearranging the way resources are deployed
Acquisition
Alliance.
6
There are three perspectives on the strategy process:
The planning view:
Prescriptive.
Assumes pure rationality.
Everything is planned in advance.
Use : stable environment.
The learning view:
Descriptive.
Based on bounded rationality.
Plans are made but not realized.
Use: complex, dynamic, unpredictable environment.
The political view:
Descriptive.
Based on bounded rationality.
Plans are made but often couched in ambiguous terms to secure
agreement.
Use : Stable/Dynamic but complex environment.
Managers create a formal structure when they decide how to divide and coordinate the work of
the
organisation. These decisions in part reflect their interpretation of contingencies affecting the
business, and in part the views of stakeholders. Together with many informal arrangements,
these
decision create a structure that balances mechanistic and organics forms, which affect
organisational
2
performance.
Organisation structure = The structure of an organisation is the sum total of the ways in which
it
divides its labour into distinct tasks and then achieves co-ordination among them
Organisation chart = Shows the main departments and senior positions in an organisation and
the
reporting relations between them.
Formal structure = the official guidelines, documents or procedures setting out how the
organisations activities are divided and coordinated.
Formal structure shows:
Tasks
Subdivisions
Levels
Lines of authority
Informal structure = the undocumented relationships between members of the organisation
that
inevitably emerge as people adapt systems to new conditions and satisfy personal and group
needs.
Vertical specialization = refers to the extend to which responsibilities at different levels are
defined.
Horizontal specialization = is the degree to which tasks are divided among separate people or
departments.
Formal authority = the right that a person in a specified role has to make decisions, allocate
resources or give instructions.
Responsibility = refers to a persons duty to meet the expectations others have of them.
Delegation = when one person gives another the authority to undertake specific activities or
decisions.
Span of control = the number of subordinates reporting directly to the person above them in
the
As
a business grows the hierarchy becomes more complex, but it is often possible to see 3
hierarchy.
levels.
Corporate
Divisional
Operating.
Centralisation = when a relatively large number of decisions are taken by management at the
top of
the organisation
Decentralisation = when a relatively large number of decisions are taken lower down the
organisation in the operating units.
Formalisation = the practice of using written of electronic documents to direct and control
employees.
Woodward said that an appropriate structure depends on the type of production system: unit,
small
batch, continuously process
3
5 types of structure
Specialization by function
Functional structure= when tasks are grouped into departments based on similar skills and
expertise.
Specialization by divisions
Divisional structure = when tasks are grouped in relation to their outputs, such as products or
the
needs of different types of customer.
4
Matrix structure
Matrix structure = when those doing a tasks report both to a functional and a project or
divisional
boss.
Teams structure
Network structure
Network structure = when tasks required by one company are performed by other companies
with
expertise in those areas
5
There are 5 wives of coordinating the activities of people working on different
tasks.
Direct supervision
Hierarchy
Standardizing inputs and outputs
Rules and procedures
Information systems
(Direct personal contact)
6
Mechanistic structure = a high degree of task specialization, peoples responsibility and
authority are
closely defined and decision making is centralized.
Organic structure = structure in where people are expected to work together and to use their
initiative to solve problems. Job descriptions and rules are few and imprecise.
Mechanistic
Specialized tasks
Hierarchical structure of control
Knowledge located at top of hierarchy
Vertical communication
Loyalty and obedience stressed
Organic
Contribute experience to common tasks
Network structure of contacts
Knowledge widely spread
Horizontal communication
Commitment to goals more important
Burns and Stalker found that an appropriate structure depend on uncertainty of the
organisations
environment :
Mechanistic in an stable environment.
Organic in an unstable environment.
Contingencies = factors such as uncertainty, interdependence and size that reflect the situation
of the
organisation.
These factors are :
Strategy
Technology= the knowledge, equipment and activities used to transform inputs into outputs.
Environment
Size and life cycle
Lawrence and Lorsch: units within an organisation face different environment demands, which
implies that there will be both mechanistic and organic forms within the same organisation,
raising
new problems of coordination.
Differentiation = the state of segmentation of the organisation into subsystems each of which
tends
to develop particular attributes in response to the particular demands posed by its relevant
external
environment.
Integration = the process of achieving unity of effort amongst the various subsystems in
the
accomplishment of the organisations task.
Determinism = the view that an organisations structure is determined by its environment
Structural choice = the scope management has for deciding the form of structure, irrespective
of
external conditions.
John Child: contingency theory implies too great of a degree of determinism, managers have
greater
degree of choice over structure than contingency theory implied.
7
Learning organisations are those that have developed the capacity to continuously learn, adapt
and
change. This depends on evolving learning-friendly processes for looking in, looking out,
learning
opportunities, strategy and structure.
3
Information system = A set of people, procedures and resources that collects and transforms
data
into information and disseminates this information.
Is not always electronic.
Human information systems: human communication
Paper-based IS: writing and printing.
Computer-based IS: Use of electronic devices.
Information systems management: the planning, acquisition, development and use of these
systems.
4
Information systems became more important since the mid-1980s. Is was brought to the
foreground
by rapid technical developments.
E.g.
The telephone
The television
The networked computer
The internet(= a web of computer networks linked together for exchanging data)
Intranet= a version of the internet that only specified people within an organisation can
use.
Extranet = a version of the internet that is restricted to specified people in specified
companies.
5
Classifying IS by their complementarities
Functional ( technologies that make the execution of stand-alone tasks more efficient)
Network ( system that helps people to communicate with each other)
Enterprise ( system that allows companies to restructure interactions amongst groups of
employees
or with business partners)
Classifying IS by their reach
Individual
Local/departmental
Organisational
Inter-organisational systems
Community systems
6
Enterprise resource planning = An integrated process of planning and managing all resources
and
heir use in the enterprise.
Figure 12.7
ERP gives management direct access to current operating information and so enables
companies to:
Integrate customer and financial information
Standardize manufacturing processes
Improve information for management
Although it looks like ERP gives a competitive advantage this isnt always the truth. For example
a
accompany may not benefit from market changes.
7
Knowledge management = system that are a type of IS that intent to support people as they
create,
store, transfer and apply knowledge. Purposes of KM:
Code and share best practices.
Create corporate knowledge directories.
Create knowledge networks.
Table 12.3
8
Customer relationship management = the process of maximizing the value proposition to
the
customer through all interactions, both online and traditional.
Effective CRM advocates developing one-to-one relationships with valuable customers.
Promise of CRM:
Gather customer data swiftly
Identify and capture valuable customers while discouraging less valuable ones
Increase customer loyalty
Reduce costs of serving costumers
Make it easier to acquire similar costumers.
Implementing CRM depends on the strategy.
9
E-commerce = the activity of selling goods or services over the internet.
E-business = the integration through the Internet of all an organizations processes from its
suppliers
through to its customers.
Disintermediation = Removing intermediaries such as distributers or brokers that formerly
linked a
company to its customers.
Reintermediation = creating intermediaries between customers and suppliers, providing
services
such
10 as supplier search and product evaluation.
IS and the tasks of managing.
Planning: Deals with the overall direction of the business.
Organizing: Moving abstract plans closer to reality.
Leading: Generating effort and commitment towards meeting objectives.
Controlling: Check the performance of an operationSee Figure 12.10
5
Lewin:
Driving forces are trying to change the situation in directions they favour.
Restraining forces push the other way to prevent change.
Lewin observed that while increasing the driving forces could produce change in the desired
direction, it could also increase tension amongst those forces to change. He suggested that
trying to
reduce the forces restraining change is usually the wiser route.
6
Forms of resistance:
Making no effort to learn
Using older systems whenever possible
Not attending meetings to discuss the project
Excessive fault finding and criticism
Deliberate misuse
Saying it has been tried before and did not work then
Counter implementation = refers to attempts to block change without displaying overt
opposition.
Sources of resistance:
Self-interest
Misunderstanding
Lack of trust
7
Organisation development = a systematic process in which applied behavioural science
principles and
practices are introduced with the goal of increasing individual and organisational performance.
Common techniques for organisation development:
Sensitivity training = a technique for enhancing self-awareness and changing behaviour though
unstructured group discussion.
Changing structure.
Process consultation= an OD intervention in which an external consultant facilitates
improvements in
an organisations diagnostic, conceptual and action planning skills.
Survey feedback = an intervention in which the results of an opinion survey are fed back t
respondents to trigger problem solving on the issues the survey identifies.
Team building.
Intergroup development.
Grid organisation development.
8
Creativity = the ability to combine ideas in a unique way, or to make unusual associations
between
ideas.
Innovation = the process of taking a creative idea and turning it into a useful product.
Factors that can support innovation
Culture for innovation
HR policies for innovation
Structure for innovation
See figure 13.7
Idea champion = an individuals who actively and enthusiastically supports new ideas, builds
support,
overcomes resistance and ensure that ideas are implemented.
Chapter 14 Influence and power
1
All managers face the challenge of influencing others. Whatever their role, people only add
value to
resources by influencing others.
Influence = the process by which one party attempts to modify the behaviour of others by
mobilizing
power resources.
See figure 14.1
2
Leadership = the process of influencing the activities of others toward high levels of goal
setting and
achievement.
Leading is usually seen as referring to activities that bring change, whereas managing brings
stability
and order.
Managers can influence in 4 directions:
Superiors
Calleagues
Subordinates
People outside the organisation
3
Traits = a relatively stable aspect of an individuals personality that influences behaviour
in a
particular direction
The big five = trait clusters that appear consistently to capture main personality traits:
Openness
Conscientiousness
Extraversion
Agreeableness
Neuroticism
Transactional leader = a leader who treats leadership as an exchange, giving followers what they
want if they do what the leader desires.
Transformational leader = a leader who treats leadership as a matter of motivation and
commitment,
inspiring followers by appealing to higher ideals and moral values.
4
Behaviour = something a person does that can be directly observed.
Ohio state University model :
Initiating structure = a pattern of leadership behaviour that emphasises the performance of the
work
in hand and the achievement of production or service goals.
Consideration = a pattern of leadership behaviour that demonstrates sensitivity to relationships
and
to the social needs of employees.
University of Michigan model:
Job-centred supervisor ( initiating structure)
Employee centred supervisors ( considerate)
Managerial grid : See figure 14.3
5
Situational model = model in which leadership attempts to identify the contextual factors that
affect
when one style will be more effective than another.
Tannenbaum & Schmidts three forces of leader behaviour:
Practitioners
Privileged power
Ideological
People oriented
Strategic
Chapter 15 Motivation
1
Motivation = the forces within or beyond a person that arouse and sustain their commitment
to a
course of action.
Motivation arises within people, managers have to ensure that people can satisfy their needs
through work. But all people have different motivations.
2
All people need food, social contacts, or a sense of achievement, which motivate behaviour to
satisfy
that need. If the action leads to a satisfactory outcome we experience a sense of reward. The
feedback loop shows that we then decide whether the behaviour was appropriate and worth
repeating.
The social context influences how we act, that includes:
The job
The organisation
The environment
Psychological contract: the set of understanding people have regarding the commitments made
between themselves and their organisation.
This expresses the idea that each side has expectations of the other regarding what they will
give and
what they will receive in return.
Some element of this contract are written down, but most are tacit and informal.
Perception: the active psychological process in which stimuli are selected and organised
into
meaningful patterns.
3
Behaviour modification = a general label for attempts to change behaviour by using
appropriate and
timely reinforcement.
Skinner: If we receive a reward for doing something, we tend to do it again. If the consequences
are
unpleasant, we do not.
Behaviour modification techniques focus on specific observable behaviours rather than on
attitudes
and
feelings.
Komakie
developed the following steps to encourage safe working practices:
Specify desired behaviour
Measure desired performance
Provide frequent, contingent positive consequences
Evaluate effectiveness
Content theories: theories that attempt to understand the rewards a person will
value.
4
Maslow: hierarchy of needs
Self actualization (desire for self-fulfillment, and realizing
potential)
Esteem (self respect and the respect of others)
Belongingness and love (place in the group)
Theory Y:
Average human being learns not only to accept but also to seek responsibility. Commitment
to
objectives is a function of the rewards associated with their achievement. Nowadays the
potentialities of the average human being are only partially utilized.
6
Process theory: theory that tries to explain why people choose one course of action
towards
satisfying need rather than another.
Vroom:
Expectancy theory : argues that motivation depends on a persons belief in the probability that
effort
will lead to good performance, and that good performance will lead to them receiving an
outcome
they value.
The theory assumes that individuals:
Have different needs an so value outcomes differently.
Make conscious choices about which course of action to follow.
Choose between alternative actions based on the likelihood of an action resulting in an outcome
they
value.
Three main components:
F= (E P)* (P O ) *V
F= degree of motivation a person had towards an activity. That motivation is influenced by two
beliefs.
Making effort leads to performance (E P),
That level of performance will lead to an outcome they value (P O)
Subjective probability = a persons estimate of the likelihood that a certain level of effort will
produce
a level of performance which will then lead to an expected outcome.
Instrumentality = the perceived probability that good performance will lead to valued rewards,
measured on a scale from 0 (no chance) to 1 (certainty)
Valence = the perceived value or preference that an individual has for a particular outcome.
Adams:
Equity theory : the perception of unfairness leads to tension, which then motivates the
individual to
resolve that unfairness.
Input (a): Input (B)
Reward (a)Reward (B)
Locke:
Goal-setting theory : that motivation is influenced by goal difficulty, goal specificity,
participation in
setting goals and knowledge of results.
Self efficacy = an individual that beliefs that he or she is capable of performing a
task.
7
Extrinsic rewards: valued outcomes or benefits provided by others, such as promotion, a pay
increase
or a bigger car.
Intrinsic rewards: valued outcomes or benefits that come from the individual, such as feelings of
satisfaction, achievement and competence.
Job enrichment model = represents the idea that managers can change specific job
characteristics to
promote job satisfaction and so motivate employees.
The model indentifies three psychological states:
Experienced meaningfulness
Experienced responsibility
Knowledge of results.
Can be influenced by five job characteristics:
Skill variety
Task identity
Task significance
Autonomy
Feedback.
Motivating the potential of job can be done by implementing 5
concepts:
Combine tasks.
Form natural workgroups.
Establish customer relations.
Vertical loading.
Open feedback channels.
8
Empowerment refers to a range of practices that give more responsibility to less senior staff.
Advantages:
Quicker responses.
More job satisfaction
Greater customer contact
Building customer loyalty and repeat business.
Bowen and Lawler:
Empowerment is related to the degree of which four ingredients of the organisation are shared
with
front-line employees:
Information about the organisations performance,
Rewards based on the organisations performance,
Knowledge that enables employees to contribute to organisational performance,
Power to make decisions that influence organizational direction and performance.
Levels of empowerment : Suggestion involvement, job involvement, high involvement.
See figure 15.8
Chapter 16 Communication
1
A lot of managers face communication issues, like how to communicate the vision of the
company
and how to reach a mutual understanding about the future of the company.
Until people meet they cannot develop the mutual trust and shared knowledge essential for
true
communication.
2
People in an organisation need to communicate about:
Inputs
Transformation
Outputs
Communication = the exchange of information through written or spoken words, symbols
and
actions to reach a common understanding.
3
Message = what the sender communicates.
Coding = translating information into symbols for communication.
See figure 16.3
Decoding = the interpretation of a message into a form with meaning.
Noise = anything that confuses, diminishes or interferes with communication.
Feedback =as the receiver expresses his or her reaction to the senders
message
Five principles for coding a message accurately:
Relevance
Simplicity
Organisation
Repetition
Focus
The quality of information depends on four criteria:
Reliability
Timeliness
Quantity
Relevance
Non-verbal communication = the process of coding meaning through behaviours such as
facial
expression, gestures and body posture.
Selective attention = the ability, often unconscious, to choose from the stream of signals in
the
environment, concentrating on some and ignoring others.
Perception is the proves by which individuals make sense of their environment by selecting
and
interpreting information.
Stereotyping = the practice of consigning a person to a category or personality type on the
basis of
their membership of some known group.
4
Channel = the medium of communication between a sender and a receiver.
Information richness = the amount of information that a communication channel can carry,
and the
extent to which it enables sender and receiver to achieve common understanding.
Depends on:
The ability to handle many cues at the same time.
The ability to support rapid two way feedback.
The ability to establish a personal focus for the communication.
Lengen and Daft :
High information richness
Information overload = when the amount of information a person has to deal with exceeds
their
capacity to process it.
Blogging = a form of two-way communication characterized by an informal tone and frank
discussion.
Blog = a frequently updates, interactive website through which people can communicate
with
anyone who has access to the medium.
Five types of blogs:
Individual/personal
News/commentary
Advertising/Promotional/Customer service
Business/Professional
Internal/Knowledge management
5
Centralized communication networks in groups:
Chain
Y
Wheel
Centralized communication networks in groups:
Circle
All channel
Centralized networks work well on structures, simple tasks, but are less suitable for complex
tasks as
the centre becomes overloaded.
Decentralized network work well on complex tasks, as information flows between those best
able to
contribute. On simple tasks this is likely to cause confusion.
See figure 16.7:
Management uses downward communication when they try to ensure coordination by issuing a
plan
and expect those lower in the hierarchy to follow it.
Upward communication refers to systematic methods of helping employees to pass on their
views
and ideas to management.
Horizontal communication crosses departmental or functional boundaries, usually connecting
people
at
6 broadly similar levels within the organisation.
Groupware =a system that provides electronic communication between members of
geographically
dispersed teams.
The convergence of vision, voice and data technologies has greatly enhanced the ability to
communicate data and information with little regard to distance.
Mutual understanding of information and knowledge depends on senders and receivers having a
shared context. Using information systems to support mutual understanding still depends on
dealing
with the human context of the process.
7
Communication skills for senders:
Send clear and complete messages
Encode messages in symbols the receiver understands
Select a medium appropriate for the message
Select a medium that the receiver monitors
Avoid noise
Communication skills for receivers:
Pay attention
Be a good listener
Stop talking
Put the speaker at ease
Aim is to understand
Personal prejudices
What the speaker is not saying
Ask questions
Be empathetic
8
Some factors in the context will affect the mutual understanding:
Culture
Structure
Power
Chapter 17 Teams
1
Teams are a way of bringing people with skills that are needed for a particular project
together.
Teams bring together people with different ideas and perspectives to solve difficult
problems.
2
Benefits to members:
Fulfilling social needs.
Benefits to performance:
Teams bring complementary skills beyond those of any individual.
Reduce costs.
Blur professional boundaries.
Why effective teams contribute to business performance:
Provide a structure within which people with a range of skills and perspectives work
together.
Provide a forum in which issues can be raised and dealt with
Enable people to extend their roles, so possible improving responsiveness and reducing
costs.
Encourage acceptance and understanding by staff of a problem and the solution proposed
Promote wider learning by encouraging reflection, and spreading lessons widely.
3
Structure = the regularity in the way a unit or group is organized, such as the roles that are
specified.
Working group = a collection of individuals who work mainly on their own but interact socially
and
share information and best practices.
Team = a small number of people with complementary skills who are committed to a common
purpose, performance goal, and approach for which they hold themselves mutually
accountable.
Aspects of a team:
Small number
Complementary skills
Common purpose
Common approach
Mutual accountability.
4
Hackman:
Seven types of teams:
Top management teams to set organisational directions.
Task forces- for a single unique project.
Professional support groups providing expert assistance.
Performing groups playing to audiences.
Human service teams taking care of people.
Customer service teams selling products and services.
Production teams turning out the product.
Formal teams = a team that management has deliberately created to perform specific tasks to
help
meet organisational goals.
Informal groups = a group that emerges when people come together and interact regularly.
Self-managing team = a team that operates without an internal manager and is responsible for
a
complete area of work.
Virtual teams = teams in which the members are physically separated, using communications
technologies to collaborate across space and time to accomplish their common task.
5
Stages of group development:
Forming starting up a team.
Storming conflicts occur
Norming members now know how to work with each other.
Performing the group is working well
Adjourning the group completes its task and disbands. Evaluation.
Hackman:
Three ways of evaluating team effectiveness:
Has it met performance expectations?
Have members experienced an effective team?
Have members developed transferable teamwork skills?
Team bases rewards = payments or non-financial incentives provided to members of a
formally
established team and linked to the performance of the group.
7
Team processes can help the team by accomplish their common purpose:
Common approach
Attending to the dominant type of communication.
Observing team practices.
Observation = the activity of concentrating on how a team works rather than taking part in
the
activity itself.
Content = the specific substantive task that the group is undertaking.
8
Disadvantages:
Take on their own purpose
Use too much time
zero.
oSupply lead time = the total elapsed time between the decision to obtain the basic
input resources to the final delivery of the product to the customer.
Cost = expresses in money units the effect of activating or consuming resources. It is an
internal control process of the producing organisation and is not visible to outside parties.
5
The functional approach organizes activities vertically within distinct functional
specializations,
between communication can be difficult. An alternative is to focus on horizontal flows of
business
processes that are directed at meeting customer needs. Important processes are those aimed
at:
Generating orders: creating a capturing a customers intent to buy a product.
Fulfilling orders : delivering the product to the customer.
Managing money: getting and giving payments, and keeping transaction records for
reporting.
Keeping customers afterwards: maintaining service.
6
Partnering = a business relationship based on taking a long-term view that the partners wish to
work
together to enhance customers satisfaction.
Order winner = a feature of the product that so positively differentiates it, that customers want
to
buy it in preference to competing products.
Order qualifier = a necessary but not sufficient requirement to be considered by a customer.
6
Cultural control = attempts to influence behaviour by the design of the rewards system,
and by
encouraging internal compliance through the values and beliefs of the organisation.
HRM control
oSelection procedures
oAppraisal and rewards
oValues and beliefs
oSocialization
oReinforcement
7
Lawler:
Three potential problems with formal control systems:
1. Rigid bureaucratic behaviour, encaorages behaviour that is not in the best interest of the
organisation.
2. Inaccurate data, to supply the system with inaccurate information.
3. Motivational effects, people will resist controls that they feel threaten their ability to satisfy
their needs from work.
Controls may:
Automate human skill and expertise
Measure performance accurately and comprehensively
Create competition and suspicion
Reduce autonomy
Simons
Four levers of control:
Diagnostic control
Beliefs systems
Boundary systems
Interactive control systems
8
Mechanistic control involves the extensive use of rules and procedures.
Organic control involves the use of flexible authority.
Mechanistic approaches are likely to be suitable in stable environments or in support of cost
leadership strategies.
Organic approaches are likely to be suitable in unstable environments or in support of
differentiation
strategies.