J Business Discussion

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Business Finance

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Three short answers - 4-5 paragraphs each (1½ pages)

Reflections on lessons learned.

1. What are the essential elements of organizational structure and how are they impacted by industry conditions?

2.What are the essential elements of elements of the integrated Quinn/ Keirsey Culture model? How does it align with industry structure?

3.What are the key lessons that you learned about the environment (PEST)/strategy (SWOT)/Org structure assessment of the organization that you studied?

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- Organizational Behavior Assessing structure, culture, leadership and team dynamics to improve organizational effectiveness Session 1 – Course Overview, Expectations and Introduction to Core Frameworks Fall 2021 Version 2 1 Copyright © 2021 Thomas Mazzone Session 1 – Course Overview, Expectations and Introduction to Core Frameworks Objectives: • • • • • Review course syllabus and student expectations Introduce teams and the focus of teamwork Discuss why organizations exist and the scope and benefits of studying organizational behavior Discuss the importance of knowledge and the knowledge creation process Introduce the core concept of ‘framing and reframing’ Next week: - Discussion forum – Organizational Knowledge Creation - Continue discussion on course structure and approach to assignments - Continue the discussion on personality and its link to organizational behavior Agenda: • Introductions • Review course structure and expectations break 6:00 - 6:30 pm 6:30 - 7:30 pm 7:30 - 7:40 pm • Discuss Organizational Purpose 7:40 - 8:00 pm • Discuss Personality and Organizations 8:00 - 8:20 pm • Introduce the core frameworks • Introduce the first discussion forum Copyright © 2021 Thomas Mazzone 8:20 - 8:30 pm 2 Creating an Organization worth Working for How can I drive change and help my organization become more purposedriven, and inspire people to contribute to make a difference, regardless of my position in the organization 3 Copyright © 2021 Thomas Mazzone An organization is an entity – such as a company, an institution, or an association – comprising one or more people and having a particular purpose. 4 Copyright © 2021 Thomas Mazzone Classes based on the Socratic Method - The Socratic “method” is a form of cooperative argumentative dialogue between individuals, based on asking and answering questions to stimulate critical thinking and to draw out ideas and underlying presuppositions 5 Copyright © 2021 Thomas Mazzone Contents • • • • • • • • • • Course Philosophy • Instructor Introduction Course Calendar Student Evaluation Criteria Team Assignments and Expectations Course Structure Organizational Behavior - Key Definitions Assessment Criteria - DICE and SMART Myers-Briggs Personality Type Indicator (MBTI) • and Keirsey Temperaments Organizational Assessment and Development – – – – – – • Structural Assessment - HW 1 Session 5 Symbolic (Cultural) Assessment - HW 2 - Session 8 Quiz 1 - Organizational Structure - Session 7 Political (Leadership) Assessment - HW 3 - Session 11 Resource (Team) Assessment - HW 4 -Session 14 • Quiz 2 - Organizational Capability - Session 13 Individual Self-Awareness and Personal Mastery – – Copyright © 2021 Thomas Mazzone Please Understand Me II - Temperament Assessment - Sessions - 2, 8 and 11 Was that Really Me - Conflict Management Session - 12 Team Assessment and Development – – – – Team Formation - Team Reflection 1 Session 5 Team Process - Team Reflection 2 - Session 8 Team Conflict Resolution - Team Refection 3 - Session 11 Team Close Out - Team Refection 4 Session 13 Organizational Focus and Purpose – – – – Organizations Create Knowledge Discussion Forum 1 - Session 2 Organizations are Healthy - Discussion Forum 2 - Session 3 Organizations are Service-based - Book Report 1 - Session 10 Organizations are Creative - Book Report 2 - Session 12 Reference Material – – – – – The Blackwell Handbook of Principles of Organizational Behavior The Short and Glorious History of Organizational Theory, Charles Perrow 1973 The Leaders New Work Creating a Purpose Driven Organization Complex Organizations Still Complex 6 Key objectives of this course include: • • • • • • • Understanding how organizations are structured and individuals participate in organizational life Describing and simplifying an organization so that it is able to be assessed Assessing the behavior of the organization in a manner that enables to make value judgments Recommending, based on your assessment of organizational behavior and its contribution to organizational value make recommendations for improvement Leading, based on your recommendation, demonstrate that you are able to lead the changes you recommend, regardless of your position in the organization Empowering, inspire and lead others to collaborate with you to make your organization and better. more self-empowered, value-contributing member of society Learning from the experience of group wok how to be a better leader of teams in yu next job The main objective of this course is to teach those important concepts in a way that you will significantly increase the likelihood that you will be able to make a difference at whatever level in positively impacting 7 Copyright © 2021 Thomas Mazzone Course Textbooks: Reframing Organizations: Artistry, Choice, and Leadership by Lee G. Bolman (Author), ASIN: B072Y64KC7 - Available at NYU Libraries (here) This will be the core text for the organizational alignment assessments and the quizzes Reframing Organizations provides time-tested guidance for more effective organizational leadership. Rooted in decades of social science research across multiple disciplines, Bolman and Deal's four-frame model has continued to evolve since its conception over 25 years ago; this new sixth edition has been updated to include coverage of cross-sector collaboration, generational differences, virtual environments, globalization, sustainability, and communication across cultures. The Instructor's guide has been expanded to provide additional tools for the classroom, including chapter summary tip sheets, mini-assessments, Bolman & Deal podcasts, and more. These recent revisions reflect the intersection of reader recommendations and the current leadership environment, resulting in a renewed practicality and even greater alignment with everyday application. Combining the latest research from organizational theory, organizational behavior, psychology, sociology, political science and more, the model detailed here provides real guidance for real leaders. Guide, motivate, and inspire your team's best performance as you learn to: • • • • Optimize group, team, and organizational structure Build a positive, collaborative dynamic across generations, teams, and sectors Understand power and conflict amidst the internal and external political landscape Shape your organization's culture and build a cohesive sense of spirit Bolman and Deal's four-frame model has withstood the test of time because it offers an accessible, compact, and powerful set of ideas for navigating complexity and turbulence. In today's business climate, leadership trends come and go; today's flash in the pan is tomorrow's obsolete strategy, but a leadership framework built on a solid foundation will serve your organization well no matter what the future holds. Reframing Organizations provides clear guidance and up-todate insight for anyone facing the challenges of contemporary leadership. This book ties together his vast experience and many of the themes cultivated in his other best-selling books and delivers a first: a cohesive and comprehensive exploration of the unique advantage organizational health provides. Copyright © 2021 Thomas Mazzone 8 Please Understand Me II: Temperament, Character and Intelligence by David Keirsey (Author) - Available via Kindle for $9.99 (here) Was That Really Me?: How Everyday Stress Brings Out Our Hidden Personality by Naomi L. Quenk (Author) - Available via Kindle for $13.99 (here) These will be the core textbooks to understand interpersonal dynamics These are important books that will form the foundation of much of what we study and apply. The ‘temperaments’ build off of MBTI and form a simpler, richer framework to understand both ourselves and those around us. We will build off of this to develop a deeper understanding of why organizations struggle to change and how we can help them to see where they are and where they need to go HBR Guide to Leading Teams Mary L. Shapiro - Available at HBS for $9.97 (here) This will be the core text for team development and required reflections on team-based work Great teams don't just happen. How often have you sat in team meetings complaining to yourself, "Why does it take forever for this group to make a simple decision? What are we even trying to achieve?" As a team leader, you have the power to improve things. It's up to you to get people to work well together and produce results. Written by team expert Mary Shapiro, the "HBR Guide to Leading Teams" will help you avoid the pitfalls you've experienced in the past by focusing on the often-neglected people side of teams. With practical exercises, guidelines for structured team conversations, and step-by-step advice, this guide will help you: Pick the right team members; Set clear, smart goals; Foster camaraderie and cooperation; Hold people accountable; Address and correct bad behavior; Keep your team focused and motivated. 9 Copyright © 2021 Thomas Mazzone The Advantage: Why Organizational Health Trumps Everything Else by Patrick M. Lencioni (Author) available at NYU Libraries (here) This will be supplement the team development readings and contribute to the reflections on team-based work There is a competitive advantage out there, arguably more powerful than any other. Is it superior strategy? Faster innovation? Smarter employees? No, New York Times best-selling author, Patrick Lencioni, argues that the seminal difference between successful companies and mediocre ones has little to do with what they know and how smart they are and more to do with how healthy they are. In this book, Lencioni brings together his vast experience and many of the themes cultivated in his other bestselling books and delivers a first: a cohesive and comprehensive exploration of the unique advantage organizational health provides. Simply put, an organization is healthy when it is whole, consistent and complete, when its management, operations and culture are unified. Healthy organizations outperform their counterparts, are free of politics and confusion and provide an environment where star performers never want to leave. Lencioni’s first non-fiction book provides leaders with a groundbreaking, approachable model for achieving organizational health—complete with stories, tips and anecdotes from his experiences consulting to some of the nation’s leading organizations. In this age of informational ubiquity and nanosecond change, it is no longer enough to build a competitive advantage based on intelligence alone. The Advantage provides a foundational construct for conducting business in a new way—one that maximizes human potential and aligns the organization around a common set of principles. 10 Copyright © 2021 Thomas Mazzone The Icarus Deception: How High Will You Fly? by Seth Godin (Author); ASIN: B0090UOLEW - Instructor upload This will be one the texts used for individual 2-3 page book report In Seth Godin’s most inspiring book, he challenges readers to find the courage to treat their work as a form of art Everyone knows that Icarus’s father made him wings and told him not to fly too close to the sun; he ignored the warning and plunged to his doom. The lesson: Play it safe. Listen to the experts. It was the perfect propaganda for the industrial economy. What boss wouldn’t want employees to believe that obedience and conformity are the keys to success? But we tend to forget that Icarus was also warned not to fly too low, because seawater would ruin the lift in his wings. Flying too low is even more dangerous than flying too high, because it feels deceptively safe. The safety zone has moved. Conformity no longer leads to comfort. But the good news is that creativity is scarce and more valuable than ever. So is choosing to do something unpredictable and brave: Make art. Being an artist isn’t a genetic disposition or a specific talent. It’s an attitude we can all adopt. It’s a hunger to seize new ground, make connections, and work without a map. If you do those things, you’re an artist, no matter what it says on your business card. Godin shows us how it’s possible and convinces us why it’s essential. 11 Copyright © 2021 Thomas Mazzone Stewardship: Choosing Service over Self-Interest Paperback – May 20, 2013 by Peter Block (Author) ISBN-10: 160994822X Available on NYU Classes (here) This will be one the texts used for individual 2-3 page book report One of the most provocative and revolutionary books written on leadership, business, and organizational design, Stewardship remains just as relevant, even twenty years later, to transforming our organizations for the common good of the wider community. We still face the challenge of fostering ownership and accountability throughout our organizations. Despite all the evidence calling for profound change, most organizations still rely on patriarchy and control as their core form of governance. The result is that they stifle initiative and spirit and alienate people from the work they do. This in the face of an increasing need to find ways to be responsive to customers and the wider community. Peter Block insists that what is required is a dramatic shift in how we distribute power, privilege, and the control of money. “Stewardship,” he writes, “means giving people at the bottom and the boundaries of the organization choice over how to serve a customer, a citizen, a community. It is the willingness to be accountable for the well-being of the larger organization by operating in service, rather than in control, of those around us 12 Copyright © 2021 Thomas Mazzone Course Articles (instructor-supplied): Organizational Behavior - Foundations • A Firm as a Knowledge Creating Entity: A New Perspective on the Theory of the firm • Maslow Hierarchy as a Business Framework • How Resilience Works • How Reframing A Problem Unlocks Innovation • Complex Organizations Still Complex • Creating a Purpose Driven Organization • Purpose not platitudes: A personal challenge for top executives Organizational Behavior - Part 1 - Structure • Changing the Work of Innovation - A Systems Approach • HubSpot - Organizational Structures • Organization Design- Fashion or Fit? • The Short and Glorious History of Organizational Theory • When Agile Harms Learning and Innovation - (and What Can Be done about It) Organizational Behavior - Part 2 - Culture • The Leaders Guide to Corporate Culture • Cultural Congruence Strength and Type - Relationships to Effectiveness • Cultural Change that Sticks • Coming to a New Awareness of Organizational Culture • An Introduction to the Competing Values Framework • Competing Values Framework - Tools Hero • Creating the Best Workplace on Earth • • • • • • • • • • • • • Organizational Behavior - Part 3 - Leadership Leadership in a crisis: Responding to the coronavirus outbreak and future challenges The Hidden Values Driving Strategy How Leaders Can Optimize Teams Emotional Landscapes Making work meaningful - a leader’s guide The Leaders New Work How centered leaders achieve extraordinary results Organizational Behavior - Part 4 - Team Building Better Teams How to Manage Virtual Teams Imagining the Future through the Past/ Organization Development isn't (just) about Change Managing Groups and Teams The Five Dysfunctions Model and Summary The Discipline of Teams When Collaboration Fails and How to Fix It 13 Copyright © 2021 Thomas Mazzone The Blackwell Handbook of Principles of Organizational Behavior (Blackwell Handbooks in Management) by Edwin A. Locke (Editor) Available at NYU Libraries (here) This will be a reference text only This international handbook identifies and explains 29 timeless management principles - general truths that can be applied to all types of work situations. It is based on knowledge accumulated by numerous experts over many years of research and consulting. The chapters are readable, succinct and practical. They cover a wide range of topics including selection, turnover, job satisfaction, work motivation, incentives, leadership, team effectiveness, decision making, creativity, stress and technology. This handbook is the first ever attempt to accumulate the wisdom of decades of research and consulting and to turn this accumulated knowledge into easy to understand and practically useful management principles. The handbook provides students and managers with an essential resource that is neither theory divorced from practice nor practice divorced from theory but rather the application of theory to the real world of organizations. 14 Copyright © 2021 Thomas Mazzone Course Philosophy 15 Copyright © 2021 Thomas Mazzone ”The will to win, the desire to succeed, the urge to reach your full potential... these are the keys that will unlock the door to personal excellence.”— Confucius 16 Copyright © 2021 Thomas Mazzone You will spend the rest of your life in organizations… It helps to know how they work… It helps to know how to be successful in them… It’s better if you can shape them to be enriching places to work 17 Copyright © 2021 Thomas Mazzone Organizational Behavior Course Objective: Creating an Organization worth Working for What you Love Passion Mission What you are Good At What the World Needs Profession Vocation Create the ability to drive change and help organizations to become more purpose-driven, and inspire people to contribute to make a difference, regardless of the position one holds in the organization What you Can be Paid For Let’s pick a place where we can grow and prosper 18 Copyright © 2021 Thomas Mazzone Organizational Behavior Pursuing a vocation Creating an Organization worth Working for a strong feeling of suitability for a particular career or occupation Why we should care Having money Maslow's Hierarchy as a Business Framework ensuring myself and my family have a house to live in and food to eat 19 Copyright © 2021 Thomas Mazzone Let’s be sure we know when to leave Things are increasingly good and until they are suddenly not Why study organizational behavior? Artisans/Guardians Phoenix Rising Increasing Convergence (protect while rebuilding) Re-birth Core competencybased pivot inflection point Re-focus Increasing Convergence fragility Guardians death Missing (not seeing or hearing) accumulating environmental changes means the eventual adjustment is large and transformational (protect) inflection point Increasing Convergence Artisans Re-act organizational behavior evolutionary model © mazzone 2021 fragility (build) death Catastrophic Failure sudden, steep, complete, and shockingly unexpected time Increasing convergence of personality types (to reduce cognitive dissonance) inevitably leads to increasing fragility, which, if unchecked leads to sudden collapse Copyright © 2021 Thomas Mazzone Usually requires a leadership and personnel change that can feel traumatic Team Personality Differences leads to Team and Organizational Resilience, Ani-fragility 20 Introductions 21 Copyright © 2021 Thomas Mazzone Instructor Introduction Industry Associate Professor: Tom Mazzone E-mail: tm1298@nyu.edu Graduate Assistant: Zhen Wu E-mail: zw2629@nyu.edu For scheduling time with me Graduate Assistant: Aniket Somwanshi For issues with E-mail: as14611@nyu.edu NYU Brightspace • Industry Associate Professor, Management of Technology and Business Innovation, Program Director, Industrial Engineering, Department of Management Technology and Innovation, Tandon School of Engineering of New York University – Teach courses in Project, Operations, Supply Chain, Strategic Change, Technology Strategy, Organizational Behavior, Finance and Innovation Management • Adjunct Professor, Wentworth Institute of Technology - teach courses in Operations Management, Marketing, Business Research Methods and Technology Management • Founder, Leveredge Consulting, a Consultancy and Development partnership focused on developing an organization’s ability to deliver sustainable change on-time and on-budget - current clients include Biogen and Citizens Bank • Principal Consultant, Gurnet Consulting, Leading provider of best-in-class IT strategy and project execution services. Manage technology change and process improvement initiatives. - current clients include Amica Life Insurance, UNFI, and Bright Horizons • Former, Senior Vice President, Head of Business Transformation and Continuous improvement an internal process improvement consultancy group and Capability Development and Knowledge Management, Royal Bank of Scotland (RBS) Citizens, responsible for developing the project and operational improvement capabilities for RBS Citizens North America • Former Vice President, Business Solutions and Program Management at Fidelity Investments • Former consultant at both Ernst & Young and A. T. Kearney • Broad industry background, significant international experience on large-scale technology projects, operations assessments and organizational change initiatives • I build interactive, results-oriented courses based on significant academic research and industry experience • My courses, and my professional work, focuses on developing people who can define, deliver and manage change… 22 Copyright © 2021 Thomas Mazzone Introductions Who are you What do you hope to learn What do you want to do with the rest of your life What is the perfect organization to work for Tell us something interesting about you 23 Copyright © 2021 Thomas Mazzone organizational behavior o o o o introduction structural assessment symbolic (cultural) assessment political (leadership) assessment resource (team) assessment course calendar 24 Copyright © 2021 Thomas Mazzone Overview of Sessions and Assignments This is an organizational assessment ‘consulting methodology’, to help you better ‘see’, design and manage teams and organizations Each session builds on the other to lead to a comprehensive executive presentation presenting findings, conclusions and recommendations We are learning a methodology for understanding, defining, improving, innovating and managing teams and organizations 25 Copyright © 2021 Thomas Mazzone organizational behavior o o o o introduction structural assessment symbolic (cultural) assessment political (leadership) assessment resource (team) assessment team assignments and the focus of group work 26 Copyright © 2021 Thomas Mazzone Definition of teamwork work done by several associates with each doing a part but all subordinating personal prominence to the efficiency of the whole 27 Copyright © 2021 Thomas Mazzone Teamwork – Why and How Teamwork– why (especially since it’s a pain to work with others! ;)…) • It’s the real world. All work is teamwork. This is good practice • It’s every where – family, friends and work • We can learn how to be effective and get the benefits of collaboration • We can learn how to be effective and get cooperation with people who are not participating or who are trying to ‘boss’ everyone around – again the real world! 28 Copyright © 2021 Thomas Mazzone Teamwork – Why and How How can teamwork be effective • Practice appreciative inquiry – all ideas are legitimate so acknowledge (appreciate) them in a positive way however not all ideas are clearly stated or correct so explore (inquiry) why someone has that view and what logic of evidence caused them to draw their conclusions • Assess the quality of the contribution by using an unambiguous reference framework – all ideas need to be assessed as to whether they are complete (in compliance with what is requested) and compelling (statements are logically sound and can be supported by evidence) • Use the power of yes/no questions to gain agreement/establish disagreement quickly – two simple questions. Will your idea help us to be compliant with the expectations of the sponsor (professor), yes or no? Will your idea strengthen our recommendation and either provide more tangible, specific evidence or better cause effect logic, yes or no? • Use this approach to quickly establish mutual commitments – the commitment is a complete and compelling recommendation. The approach is to use yes/no questions to establish what is clear and what needs to be worked on. Use appreciative inquiry to build support and demonstrate legitimate openness to changing your view on what is needed. • Escalate to the boss (professor) when there is legitimate disagreement (lack of consensus) on what is required and how it will be assessed – when there are legitimate, well discussed differences as to what is expected, when it is due and how you will be assessed • Deal with ‘laggards’ through peer assessments – do not let them slow you down – take leadership on timeline and deliverables, present in a fair way, seek timely contribution. Be respectful but don’t wait. Hit the timeline, deliver on time. Highlight lack of timely contribution in the peer assessments, that is exactly how it works in the real world. Every performance review I have been a part of has been based almost exclusively on peer assessment (whether you like it or not) 29 Copyright © 2021 Thomas Mazzone 30 Copyright © 2021 Thomas Mazzone 31 Copyright © 2021 Thomas Mazzone never rarely sometimes often always never rarely sometimes often always 32 Copyright © 2021 Thomas Mazzone never rarely sometimes often always never rarely sometimes often always 33 Copyright © 2021 Thomas Mazzone never rarely sometimes often always 34 Copyright © 2021 Thomas Mazzone Guidelines for the group HW Assignment Company Selection: Pick a place that will interest you. Two ideas to illustrate the point. One would be to pick a company you would want to work for to see how you can assess whether a company is a good fit for you. The other would be to pick a company that looks like the type you would like to build. This will give you a good sense of how to create and grow an effective business Data Collection: There are at least several sources of data. The first is simply ‘google’ searches. The second is company websites and financial reports. The third is to use ‘Glassdoor’. You will find good information on the company structure, leadership and culture there. Visiting a site and talking with people will yield good insight. Finally, use LinkedIn to see if you know people who work in the company that you can talk to, 35 Copyright © 2021 Thomas Mazzone Organization assessment, hypothesis testing and the fermi technique You don’t need as much data as you think Developing a hypothesis about the data you want to collect and modelling it is the best way to start a supply chain assessment in the ‘real world’ A hypothesis (plural hypotheses) is a proposed explanation . It is an untested conclusion about what is believed to be true. The best way to state a hypothesis is in a manner that allows you to test it. Stating the hypothesis in a way that it can be measured ensures that you have reduced ambiguity and can specifically articulate your belief about what is true so you can test if it is true A Fermi estimate is an approximate, back-of-the-envelope calculation of a measurable result (a hypothesis) that is facilitated by identifying suitable causal factors, that are accessible to common experience. The concept of measurement as “uncertainty reduction” and not necessarily the elimination of uncertainty is a central theme of this approach. Get close enough to see if your hypothesis has merit. Copyright © 2021 Thomas Mazzone Enrico Fermi You are developing reasonable assumptions about the data you should be seeing to test your hypotheses and quickly reduce uncertainty as you get closer to the ‘truth’ of the opportunity and how you will realize that opportunity 36 36 When are you done? When is it time to present findings, conclusions and recommendations? You don’t need to have it perfect Sooner than you think. Give them ‘third best’ Copyright © 2021 Thomas Mazzone Start to share early, collaborative dialogue is a faster path to the right answer than trying to get it perfect before you present 37 37 organizational behavior o o o o introduction structural assessment symbolic (cultural) assessment political (leadership) assessment resource (team) assessment student evaluation criteria 38 Copyright © 2021 Thomas Mazzone Course Evaluation Every component will be graded on a scale of 1-100 39 39 Copyright © 2021 Thomas Mazzone Assignment Assessment Criteria - How do you get to 100 points • Strict adherence to Presentation/assignment guidelines - 10 points • Correct English and grammar - 5 points • Clean and executive presentation (e.g., no instructions included on the slides) - 5 points • Specific Language - 10 points • Clear cause/effect logic - 10 points • Clear evidence for stated facts (common sense/experience counts) - 10 points • Correct application of concepts - 50 points Strictly enforced, no exceptions 40 Copyright © 2021 Thomas Mazzone organizational behavior o o o o Discussion Forums structural assessment symbolic (cultural) assessment political (leadership) assessment resource (team) assessment Organizational Focus on Personality and Purpose 41 Copyright © 2021 Thomas Mazzone In-class discussion Personality and Behavior Read: 'Purpose, not platitudes: A personal challenge for top executives' (McKinsey Article) and the definition of an Organization (here). Study question to guide your reading: Read: Creating a Purpose-Driven Organization. Study question to guide your reading: • What is organizational behavior? • Why? Are you hopeful? Are you resigned? Do you see it as ‘set’? Do you believe you can make a difference? • What is an organization’s purpose? • What is ‘purpose’? • What makes an organization effective? • Do you have one? • Do you agree with the McKinsey article on the impotence of ‘purpose alignment’? • Do you believe organizations have them? • What is an organization? • What does that mean and how do you define it? • Organizations exhibit behavior • They have a personality • Effectiveness comes from alignment of purpose, skill and behavior • You are going to graduate soon - where do you want to work? And why? • Do you care if they have a purpose? As long as you can make money... • Purpose is best stated as how we serve, not how much money we make. • You don’t buy from a company because you like that they make a lot of money. • You want to be inspired. • This is also a much better way to understand organizations and help to make them better. We need to understand the connection between behavior, personality, purpose, motivation, alignment to best understand how to understand and impact organizations • What is more important making money or fulfilling your purpose? 42 Copyright © 2021 Thomas Mazzone Individual Personality Types, Job Requirement, and Organizational Personality Types • What is your MBTI type? What insights about your personality that were consistent with what you believe about your self? What was surprising? • What kind of job do you want to get when you graduate? What type of organization would you like to work for? • What insights do you get when you consider your MBTI type and the job and organization you want to purse? In-class discussion • • • Copyright © 2021 Thomas Mazzone Personality’s can be described consistently and usefully If we want to understand job requirements, and organizational behavior we need to become fluent in personality assessments Applying to ourselves will allow us to apply it to organizations in a profoundly useful way 43 organizational behavior o o o o introduction structural assessment symbolic (cultural) assessment political (leadership) assessment resource (team) assessment course structure 44 Copyright © 2021 Thomas Mazzone Organizational Behavior - Course Structure Course Structure - Methodology Assess the Purpose Assess the Formal Structure Assess the Leadership Philosophically we approach the discipline like a consultant. How do we describe an organization in a way that we can understand enablers and disablers of performance? How do we develop a point of view on what works and what can be improved? Build the Team Organizational Assessment and Development Reframing Organizations: The Symbolic (Culture) Frame Reframing Organizations: The Structural Frame Reframing Organizations: The Political (Leadership) Frame team-based Assessing Structure Assessing Capability Philosophically - the HW Assignments assume that you are not necessarily trying to change a large organization but to help the team you are managing to be better performers - better at fulfilling their purpose Teamwork Assessment and Development The Advantage; Building a Cohesive Leadership Team The Advantage; Create Clarity The Advantage; Over-Communicate Clarity The Advantage; Reinforce Clarity HBS on Teams: Building Your Team’s Infrastructure HBS on Teams: Building Manage Team Process HBS on Teams: Building Manage Team Conflict HBS on Teams: Building Close out Your Team Organizational Focus and Purpose individual-based Reframing Organizations: The Human Resource (Team) Frame The Knowledge Creating Organization The Focus of Organizations - Knowledge Creation Individual SelfAwareness and Personal Mastery Copyright © 2021 Thomas Mazzone The AdvantageOrganization Health Philosophically - the discussion forums help us to understand the focus and purpose of organizations The Focus of Organizations - Health and Alignment Stewardship: Choosing Service over Self-Interest The Purpose of Organizations Service The Icarus Deception The Purpose of Organizations Creativity Philosophically - this book helps us to understand how to develop better self awareness and leverage it for better ‘other awareness’ to develop more proactive strategies for developing leaders and managing teams Please Understand Me II Foundational Element to Better Understand and Assess Organizational Effectiveness Advanced applications to leadership, team development and conflict management Was That Really Me 45 Overview of course Effective Organizations are Aligned with the Needs of their Environment and create and manage tension How are we designed Strategy X Structure Alignment Create tension Structure XCulture Alignment Organizational Behavior Alignment Drives Effectiveness Leadership Team X Alignment Ongoing and evolving External and Internal (P.E.S.T. and S.W.O.T.) changes require continual adjustment and realignment Manage tension How do we act Re-alignment ensures sustainable success Organizational Behavior Alignment Model Copyright © 2021 Thomas Mazzone Copyright © 2021 Thomas Mazzone Culture X Leadership Alignment Organizations as interconnected teams which operate most effectively when there is close alignment between strategy, structure, culture, and leadership 46 Team Development and Management Assessment Framework Establish your team Do we understand our strengths, blind spots and potential points of conflict? Have we established clear objectives and understand our roles and responsibilities? Change team Are we able to effectively onboard new team members Have we established strong processes that facilitates the onboarding of new team members Do we understand how to identify and collaboratively resolve risks? Read: • Section 2: Manage your Team: Ch.'s 11-13 Deliverables • Team Process Assessment - 2/3 Copyright © 2021 Thomas Mazzone Do we understand how to reconcile differences about goals and process? Read: • Section 2: Manage your Team Ch.'s 8-10 Deliverables • Team Process Assessment - 1/3 Read: • Section 1: Build your Team’s Infrastructure: Ch.'s 1-7 Deliverables • Team Assessment • Team Charter Integrate new Team Members and Manage Conflict Manage your Team Have we established a strong process to manage the work, stay on track and identify and resolve issues? Deliver Results and Reflect on Opportunities to Improve refer Do we have a strong team and process for managing team accountabilities? Building and managing effective teams is the heart of organizational effectiveness Do we understand how to work with our key stakeholders to ensure we deliver what they want when they want it? Have we debriefed and assessed what went well and where there are opportunities for improvement? Read: • Section 3: Close out Your Team: Ch.’s 14-15 Deliverables • Team Post-close Assessment Do we understand how to anticipate and manage conflict to ensure we can complete our objectives on-time? We will use our group assignments to learn how to develop a strong, resilient team 47 47 Conduct a team assessment of strengths and orientations. Assess implications. Develop a strategy to leverage strengths and mitigate blind spots/potential points of conflict Team Outlook • Details • Near-term • Data-driven • Deliberate • Big picture • Long-term Decision Making • Intuition-driven • Spontaneous Change • Late adopter • Incremental • Tasks over people • Outcomes over process • Early adopter • Transformational Priorities Work • Methodical, deliberate • Single task focus • Focus on prep and planning • Low-tolerance, risk avoidance Risk • People over tasks • Process over outcomes • Experimental, inquisitive • Long-term • Focus on reacting and adjusting • High-tolerance, risk management Mary John Tom Jane Sally Harry Directions: • each team member self-assess • select a color for each team-mate • arrange in one chart • assess implications and summarize Summarize and include: • areas of close alignment • areas of divergence • potential areas of strength • potential blind spots • alignment with needs of project • implications for team management and conflict management 48 48 Copyright © 2021 Thomas Mazzone Develop a team charter to document goals, roles and responsibilities. Brief Team Description: Date: Team Members: Name Contact Information Roles Name Contact Information Roles Name Contact Information Roles Name Contact Information Roles Name Contact Information Roles Team Goals: Task Goals (what we’ll accomplish) Process Goals (how we will work together) Process • Update before each Assignment • Revise based on lessons learned • Rotate roles • After HW Assignment 2 you will have to integrate two new team members (and lose two) Rules of conduct: - Meeting frequency Issue/risk tracking Communication process/expectations Conflict management etc... see Appendix B 49 49 Copyright © 2021 Thomas Mazzone Conduct a team process assessment to identify opportunities for improvement 50 Copyright © 2021 Thomas Mazzone Please Understand Me II – Temperament, Character and Intelligence Areas of Coverage: Session 2 Session 12 Session 8 Introduction – based on Chapters 1-6: • What is your temperament? • What are the temperaments other people (at least one other person) who is/are important to you? • How could this knowledge (yours vs, theirs) help to drive consensus and mitigate conflict? Team building – building a team– based on Chapter 7 • How does an understanding of how strong relationships are built help you to identify strong fit and potentially conflicting personalities? How does it apply to building and managing a team. • Who are you most likely to connect with? Who are you most likely to have conflict with? • How does this knowledge help you to anticipate conflict? How does it help you to anticipate blind spots? With this knowledge what can you do to preemptively mitigate the risk? Team development – developing a team– based on Chapter 8 • How does an understanding how parents can best support the development of their children help you understand how to develop your team? • What is your learning style and how do you like to grow and develop? How do other learning styles differ from your own? • How could this knowledge help you to develop more effective change management programs? • What are some of the challenges in developing team and organizational capability when there are different learning styles? Leadership and Intelligence – developing leadership capability– based on Chapter 9 • How does an understanding of different leadership styles and intelligence traits lead to a better understanding of you identify develop and support leaders of change initiatives? • How would you develop and support a leader that looks like you? What kind of leadership roles would you put them in? • How would you develop and support a leader that looks different from you? What kind of leadership roles would you put them in? Summary • What are your initial thoughts on who needs to be on your team, who your leaders will be and what is the organization or individual you would like to help change? • How would your knowledge of the subject areas covered in this book help you to be successful at helping them to understand the need to change then helping them to stay on the change journey? To understand organizations, we need to understand ourselves organizations have personalities studying our own personality is the best way to understand an organizations’ personality Process: - read assigned chapters - address questions - be prepared to present answers in class - there is no need to prepare a report - there is no requirement to submit to NYU classes 51 Copyright © 2021 Thomas Mazzone 51 Was That Really Me?: How Everyday Stress Brings Out Our Hidden Personality Areas of Coverage: Assessment criteria: • demonstrate evidence of having read the book and exhibit a good faith effort in trying to apply the principles • be clear and specific in your examples, avoid ambiguous language and logic • you do not need to go over 4 pages, try to be ‘strategic’, focused and concise What is the inferior function? Why is it important to understand it? How do you assess someone? What does the assessment tell you about how they will react under stress? How does it help you to understand how to help them better deal with stress? Identify one person you know Identify their type Describe what would probably stress them Identify what you would look for in them to know they are stressed Identify how you would work with this person to help them manage the stress Describe how you will use this methodology to anticipate and manage your change project Copyright © 2020 Thomas Mazzone Session 12 Can we anticipate and proactively manage our team’s drivers of stress and sources of conflict organizational behavior o o o o introduction structural assessment symbolic (cultural) assessment political (leadership) assessment resource (team) assessment organizational behavior key definitions 53 Copyright © 2021 Thomas Mazzone Organizational Behavior - key definitions Organization the process of identifying and grouping work to be performed, defining ad delegating responsibility and authority and establishing relationships for the purpose of enabling people to work most effectively together in accomplishing objectives Behavior the way in which one acts or conducts oneself, especially towards others. Frame: Cognitive lens on the world that affects what we see and what it means. Reframing: Viewing situations from multiple perspectives. A structural frame, which emphasizes goals, roles, formal relationships, and the rational side of organization. A symbolic (culture) frame, which explores how an organization's culture creates meaning and belief through symbols, including myths, rituals, and ceremonies. A political (leadership) frame, which examines how leaders create power, resolve conflict, and create coalitions among those who have vested interests to protect and want to advance within a context of scarce resources. A human resource (team) frame, which focuses on human needs, attitudes, and skills and focuses on how teams form and work together. 54 Copyright © 2021 Thomas Mazzone organizational behavior o o o o Recommendation Assessments structural assessment symbolic (cultural) assessment political (leadership) assessment resource (team) assessment Using DICE and SMART to justify recommendations 55 Copyright © 2021 Thomas Mazzone Organizational Behavior Analysis (Conduct a DICE Analysis) Assessing effort to leverage strengths or address weaknesses Copyright © 2021 Thomas Mazzone Objectives: • Develop an initial view of the impact to the process and the organization that supports it and how you need to frame your recommendation • Understand the leverage points and how they need to influence the story you tell • Refine as your progress through the course and use as the foundation for your conclusion 56 56 Can we implement your recommendations? D I x x C2 x E = We don’t think it will take long Duration (time required to implement recommendation) Will it take a long time before we see results Lever: Can we decrease the time it takes to implement? We believe we have the skills to implement Integrity (complexity of the recommendation and our ability to successfully implement the recommendation) Do we have the skill set to implement this change Lever: Can we improve the skill set of the team or can we reduce the complexity of the change required? Effort We are sure they will have the time to participate (availability of resources to implement recommendations) Do we have the time and available resources to understand, participate in, train and implement the change Lever: Can we simplify or reduce the scope of the recommendation so that it requires less resources to implement? We are sure managers and employees will be excited and supportive C1 - Senior Manager Commitment (the desirability of the improvement to those who manage the supply chain and/or sponsor improvement project, how much of a gap does it close, what will be the measurable result, how will it impact their job and/or career prospects) Are the leaders convinced this project is worth the effort (right customer, metric, gaps and implications of closing the gaps) Lever: Can we improve the impact that the recommendation will have on our supply chain, shorter lead times and/or greater throughput? Copyright © 2021 Thomas Mazzone Willingness and Ability to Implement Organizational Behavior Improvement Recommendations (Change Score) The objective is not to develop a ‘score’ but to describe/defend feasibility of effort to implement recommendations Assessing whether your recommendations are able to be implemented What are the levers available to improve the acceptability of your recommendations C2 - Local Management/Worker Commitment (the excitement level of the local managers and workers that manage the supply chain, do they see the improvement to their work, do they understand the benefit to the company, do they believe that the effort we require of them is worth itexecute supply chain processes and/or deliver improvement projects) Are the people who have to do the work convinced that the effort to change and maintain the change is worth the effort Lever: Can we improve the impact that the recommendation will have on making local managers and workers work easier to do and making it easier to work with their supply chain partners and customers? 57 57 Make sure all recommendations are S.M.A.R.T 58 Copyright © 2021 Thomas Mazzone 58 organizational behavior Foundations o o o o structural assessment symbolic (cultural) assessment political (leadership) assessment resource (team) assessment Myers-Briggs Personality Type Indicator (MBTI) and Keirsey Temperaments 59 Copyright © 2021 Thomas Mazzone Why study personality? Teams and organizations are prone to fragility “How can you think yourself a great man, when the first accident that comes along can wipe you out completely.” Euprides Teams and organizations need to become anti-fragile 60 Copyright © 2021 Thomas Mazzone 61 Copyright © 2021 Thomas Mazzone Why do we become fragile? Festinger's (1957) cognitive dissonance theory suggests that we have an inner drive to hold all our attitudes and behavior in harmony and avoid disharmony (or dissonance). This is known as the principle of cognitive consistency. Perhaps we hold on to a (our) world view (narrow and focused through the lens of our Temperament) too long, while ignoring all the subtle, accumulating changes (we can’t see or hear) until it is too late to respond and change our strategy, organization, culture, leadership, and teams 62 Copyright © 2021 Thomas Mazzone We want ‘best friends’, people who are like us and agree with us Gallup also observed that employees who report having a best friend at work were: • • • • • • • Q10 - I have a best friend at work 43% more likely to report having received praise or recognition for their work in the last seven days. 37% more likely to report that someone at work encourages their development. 35% more likely to report coworker commitment to quality. 28% more likely to report that in the last six months, someone at work has talked to them about their progress. 27% more likely to report that the mission of their company makes them feel their job is important. 27% more likely to report that their opinions seem to count at work. 21% more likely to report that at work, they have the opportunity to do what they do best every day. do opposites attract or do ‘similars’ the evidence suggests ‘similars’ maybe because we don’t like cognitive dissonance Copyright © 2021 Thomas Mazzone 63 Readings: We subconsciously seek to avoid cognitive dissonance The study of personality helps us to understand how to create resilient, and ant-fragile teams and organizations So, we start to hire people who think and see things like we do This makes us blind and deaf and susceptible to sudden chaotic falls 64 Copyright © 2021 Thomas Mazzone MBTI Worksheets and article Complete the spreadsheet and identify your MBTI Type Read the article and have a point of view on and your MBTI Type what it means for you and how it may have influenced your relationships Copyright © 2021 Thomas Mazzone 65 organizational behavior o o o o Discussion Forums structural assessment symbolic (cultural) assessment political (leadership) assessment resource (team) assessment Organizational Focus on Knowledge Creation and Heath 66 Copyright © 2021 Thomas Mazzone Discussion forums Access the article: ‘A Firm as a Knowledge Creating Entity: A New Perspective on the Theory of the firm’ on NYU Classes (Instructor upload) Questions to guide the reading: • What does it mean to be a knowledge creating entity? • What is knowledge creation so important? • What is the knowledge creating process? How do you structure, assess and improve and organization’s knowledge creating capabilities? Answer the question: What is knowledge creation and why is it essential organizational performance? - The requirement is one original post of 2-3 paragraphs with at least two responses of 1-2 paragraphs to other students posts Respond to original post by Saturday, September 4th and respond to other students by September 6th Access the book: ‘The Advantage” at NYU Classes (here) Read the chapter titled, ‘The Case for Organizational Health” Answer the questions: (2-3 pages) and upload to NYU Classes • The Author states, ‘The single greatest advantage any company can achieve is organizational health. Yet it is ignored by most leaders even though it is simple, free, and available to anyone who wants it.” • What is organizational health? Why is it important? How do you assess and improve it Upload before Session 3 67 Copyright © 2021 Thomas Mazzone - Organizational Behavior Assessing structure, culture, leadership and team dynamics to improve organizational effectiveness Session 2 - Introduction to Reframing: Learning, Perception, and Frames. Spring 2021 Version 1 1 Copyright © 2021 Thomas Mazzone Session 2 - Introduction to Reframing: Learning, Perception, and Frames. Objectives: • Continue to discuss why organizations exist • Discuss the importance of knowledge and the knowledge creation process • Introduce the core concept of ‘framing and reframing’ Next week: - Initiate the discussion on teams - Discussion forum Organizational health - Part II - The Structural Frame – Introduce HW I Agenda: • Review of last session 2:00 - 2:15 pm • Discuss knowledge creation and the knowledge creation process 2:15 - 2:30 pm • Discuss MBTI and Keirsey 2:30 - 3:45 pm break 3:45 - 3:50 pm • Discuss the Power of Framing 3:50 - 4:30 pm • Discuss Personality and Organizations 3:50 - 4:30 pm Copyright © 2021 Thomas Mazzone 2 organizational behavior o o o o introduction structural assessment symbolic (cultural) assessment political (leadership) assessment resource (team) assessment course structure 3 Copyright © 2021 Thomas Mazzone Organizational Behavior Course Objective: Creating an Organization worth Working for What you Love Passion Mission What you are Good At What the World Needs Profession Vocation Create the ability to drive change and help organizations to become more purpose-driven, and inspire people to contribute to make a difference, regardless of the position one holds in the organization What you Can be Paid For Let’s pick a place where we can grow and prosper 4 Copyright © 2021 Thomas Mazzone Organizational Behavior Pursuing a vocation Creating an Organization worth Working for a strong feeling of suitability for a particular career or occupation Why we should care Having money Maslow's Hierarchy as a Business Framework ensuring myself and my family have a house to live in and food to eat 5 Copyright © 2021 Thomas Mazzone Let’s be sure we know when to leave Things are increasingly good and until they are suddenly not Why study organizational behavior? Artisans/Guardians Phoenix Rising Increasing Convergence (protect while rebuilding) Re-birth Core competencybased pivot inflection point Re-focus Increasing Convergence fragility Guardians death Missing (not seeing or hearing) accumulating environmental changes means the eventual adjustment is large and transformational (protect) inflection point Increasing Convergence Artisans Re-act organizational behavior evolutionary model © mazzone 2021 fragility (build) death Catastrophic Failure sudden, steep, complete, and shockingly unexpected time Increasing convergence of personality types (to reduce cognitive dissonance) inevitably leads to increasing fragility, which, if unchecked leads to sudden collapse Copyright © 2021 Thomas Mazzone Usually requires a leadership and personnel change that can feel traumatic Team Personality Differences leads to Team and Organizational Resilience, Ani-fragility 6 Overview of Sessions and Assignments This is an organizational assessment ‘consulting methodology’, to help you better ‘see’, design and manage teams and organizations Each session builds on the other to lead to a comprehensive executive presentation presenting findings, conclusions and recommendations We are learning a methodology for understanding, defining, improving, innovating and managing teams and organizations 7 Copyright © 2021 Thomas Mazzone Organizational Behavior - Course Structure Course Structure - Methodology Assess the Purpose Assess the Formal Structure Assess the Leadership Philosophically we approach the discipline like a consultant. How do we describe an organization in a way that we can understand enablers and disablers of performance? How do we develop a point of view on what works and what can be improved? Build the Team Organizational Assessment and Development Reframing Organizations: The Symbolic (Culture) Frame Reframing Organizations: The Structural Frame Reframing Organizations: The Political (Leadership) Frame team-based Assessing Structure Assessing Capability Philosophically - the HW Assignments assume that you are not necessarily trying to change a large organization but to help the team you are managing to be better performers - better at fulfilling their purpose Teamwork Assessment and Development The Advantage; Building a Cohesive Leadership Team The Advantage; Create Clarity The Advantage; Over-Communicate Clarity The Advantage; Reinforce Clarity HBS on Teams: Building Your Team’s Infrastructure HBS on Teams: Building Manage Team Process HBS on Teams: Building Manage Team Conflict HBS on Teams: Building Close out Your Team Organizational Focus and Purpose individual-based Reframing Organizations: The Human Resource (Team) Frame The Knowledge Creating Organization The Focus of Organizations - Knowledge Creation Individual SelfAwareness and Personal Mastery Copyright © 2021 Thomas Mazzone The AdvantageOrganization Health Philosophically - the discussion forums help us to understand the focus and purpose of organizations The Focus of Organizations - Health and Alignment Stewardship: Choosing Service over Self-Interest The Purpose of Organizations Service The Icarus Deception The Purpose of Organizations Creativity Philosophically - this book helps us to understand how to develop better self awareness and leverage it for better ‘other awareness’ to develop more proactive strategies for developing leaders and managing teams Please Understand Me II Foundational Element to Better Understand and Assess Organizational Effectiveness Advanced applications to leadership, team development and conflict management Was That Really Me 8 Team Development and Management Assessment Framework Establish your team Do we understand our strengths, blind spots and potential points of conflict? Have we established clear objectives and understand our roles and responsibilities? Change team Are we able to effectively onboard new team members Have we established strong processes that facilitates the onboarding of new team members Do we understand how to identify and collaboratively resolve risks? Read: • Section 2: Manage your Team: Ch.'s 11-13 Deliverables • Team Process Assessment - 2/3 Copyright © 2021 Thomas Mazzone Do we understand how to reconcile differences about goals and process? Read: • Section 2: Manage your Team Ch.'s 8-10 Deliverables • Team Process Assessment - 1/3 Read: • Section 1: Build your Team’s Infrastructure: Ch.'s 1-7 Deliverables • Team Assessment • Team Charter Integrate new Team Members and Manage Conflict Manage your Team Have we established a strong process to manage the work, stay on track and identify and resolve issues? Deliver Results and Reflect on Opportunities to Improve refer Do we have a strong team and process for managing team accountabilities? Building and managing effective teams is the heart of organizational effectiveness Do we understand how to work with our key stakeholders to ensure we deliver what they want when they want it? Have we debriefed and assessed what went well and where there are opportunities for improvement? Read: • Section 3: Close out Your Team: Ch.’s 14-15 Deliverables • Team Post-close Assessment Do we understand how to anticipate and manage conflict to ensure we can complete our objectives on-time? We will use our group assignments to learn how to develop a strong, resilient team 9 9 Personality and Behavior Read: 'Purpose, not platitudes: A personal challenge for top executives' (McKinsey Article) and the definition of an Organization (here). Study question to guide your reading: Read: Creating a Purpose-Driven Organization. Study question to guide your reading: • What is organizational behavior? • Why? Are you hopeful? Are you resigned? Do you see it as ‘set’? Do you believe you can make a difference? • What is an organization’s purpose? • What is ‘purpose’? • What makes an organization effective? • Do you have one? • Do you agree with the McKinsey article on the impotence of ‘purpose alignment’? • Do you believe organizations have them? • What is an organization? • What does that mean and how do you define it? • Organizations exhibit behavior • They have a personality • Effectiveness comes from alignment of purpose, skill and behavior • You are going to graduate soon - where do you want to work? And why? • Do you care if they have a purpose? As long as you can make money... • Purpose is best stated as how we serve, not how much money we make. • You don’t buy from a company because you like that they make a lot of money. • You want to be inspired. • This is also a much better way to understand organizations and help to make them better. We need to understand the connection between behavior, personality, purpose, motivation, alignment to best understand how to understand and impact organizations • What is more important making money or fulfilling your purpose? 10 Copyright © 2021 Thomas Mazzone Individual Personality Types, Job Requirement, and Organizational Personality Types • What is your MBTI type? What insights about your personality that were consistent with what you believe about your self? What was surprising? • What kind of job do you want to get when you graduate? What type of organization would you like to work for? • What insights do you get when you consider your MBTI type and the job and organization you want to purse? • • • Copyright © 2021 Thomas Mazzone Personality’s can be described consistently and usefully If we want to understand job requirements, and organizational behavior we need to become fluent in personality assessments Applying to ourselves will allow us to apply it to organizations in a profoundly useful way 11 Definition of teamwork work done by several associates with each doing a part but all subordinating personal prominence to the efficiency of the whole 12 Copyright © 2021 Thomas Mazzone Teamwork – Why and How Teamwork– why (especially since it’s a pain to work with others! ;)…) • It’s the real world. All work is teamwork. This is good practice • It’s every where – family, friends and work • We can learn how to be effective and get the benefits of collaboration • We can learn how to be effective and get cooperation with people who are not participating or who are trying to ‘boss’ everyone around – again the real world! 13 Copyright © 2021 Thomas Mazzone Teamwork – Why and How How can teamwork be effective • Practice appreciative inquiry – all ideas are legitimate so acknowledge (appreciate) them in a positive way however not all ideas are clearly stated or correct so explore (inquiry) why someone has that view and what logic of evidence caused them to draw their conclusions • Assess the quality of the contribution by using an unambiguous reference framework – all ideas need to be assessed as to whether they are complete (in compliance with what is requested) and compelling (statements are logically sound and can be supported by evidence) • Use the power of yes/no questions to gain agreement/establish disagreement quickly – two simple questions. Will your idea help us to be compliant with the expectations of the sponsor (professor), yes or no? Will your idea strengthen our recommendation and either provide more tangible, specific evidence or better cause effect logic, yes or no? • Use this approach to quickly establish mutual commitments – the commitment is a complete and compelling recommendation. The approach is to use yes/no questions to establish what is clear and what needs to be worked on. Use appreciative inquiry to build support and demonstrate legitimate openness to changing your view on what is needed. • Escalate to the boss (professor) when there is legitimate disagreement (lack of consensus) on what is required and how it will be assessed – when there are legitimate, well discussed differences as to what is expected, when it is due and how you will be assessed • Deal with ‘laggards’ through peer assessments – do not let them slow you down – take leadership on timeline and deliverables, present in a fair way, seek timely contribution. Be respectful but don’t wait. Hit the timeline, deliver on time. Highlight lack of timely contribution in the peer assessments, that is exactly how it works in the real world. Every performance review I have been a part of has been based almost exclusively on peer assessment (whether you like it or not) 14 Copyright © 2021 Thomas Mazzone 15 Copyright © 2021 Thomas Mazzone organizational behavior o o o o introduction structural assessment symbolic (cultural) assessment political (leadership) assessment resource (team) assessment student evaluation criteria 16 Copyright © 2021 Thomas Mazzone Course Evaluation Every component will be graded on a scale of 1-100 17 17 Copyright © 2021 Thomas Mazzone organizational behavior o o o o Discussion Forums structural assessment symbolic (cultural) assessment political (leadership) assessment resource (team) assessment Organizational Focus on Knowledge Creation and Heath 18 Copyright © 2021 Thomas Mazzone Discussion forums Access the article: ‘A Firm as a Knowledge Creating Entity: A New Perspective on the Theory of the firm’ on NYU Classes (Instructor upload) Answer the questions (2-3 paragraphs) and upload to NYU Classes Read Part A Upload before Session 2 • What does it mean to be a knowledge creating entity? • What is knowledge creation so important? • What is the knowledge creating process? How do you structure, assess and improve and organization’s knowledge creating capabilities? Access the book: ‘The Advantage” at NYU Classes (here) Read the chapter titled, ‘The Case for Organizational Health” Answer the questions: (2-3 pages) and upload to NYU Classes • The Author states, ‘The single greatest advantage any company can achieve is organizational health. Yet it is ignored by most leaders even though it is simple, free, and available to anyone who wants it.” • What is organizational health? Why is it important? How do you assess and improve it Upload before Session 3 19 Copyright © 2021 Thomas Mazzone Discussion forums • What does it mean to be a knowledge creating entity? • What is knowledge creation so important? • What is the knowledge creating process? How do you structure, assess and improve and organization’s knowledge creating capabilities? ‘the most important source of competitive advantage is the ability to create and utilize knowledge’ Why is knowledge creation so important? The ability to innovate and adapt to a changing environment. Strength in numbers? What is knowledge? Becoming aware. Aware of a need to change. Aware of what to do change to. start here The knowledge creating process Socializing Tacit Explicit Seeing Understanding Training Explaining Personality as a language Framing and Reframing as a Skill Copyright © 2021 Thomas Mazzone 20 organizational behavior Foundations o o o o structural assessment symbolic (cultural) assessment political (leadership) assessment resource (team) assessment Myers-Briggs Personality Type Indicator (MBTI) and Keirsey Temperaments 21 Copyright © 2021 Thomas Mazzone Why study personality? Teams and organizations are prone to fragility “How can you think yourself a great man, when the first accident that comes along can wipe you out completely.” Euprides Teams and organizations need to become anti-fragile 22 Copyright © 2021 Thomas Mazzone 23 Copyright © 2021 Thomas Mazzone Why do we become fragile? Festinger's (1957) cognitive dissonance theory suggests that we have an inner drive to hold all our attitudes and behavior in harmony and avoid disharmony (or dissonance). This is known as the principle of cognitive consistency. Perhaps we hold on to a (our) world view (narrow and focused through the lens of our Temperament) too long, while ignoring all the subtle, accumulating changes (we can’t see or hear) until it is too late to respond and change our strategy, organization, culture, leadership, and teams 24 Copyright © 2021 Thomas Mazzone We want ‘best friends’, people who are like us and agree with us Gallup also observed that employees who report having a best friend at work were: • • • • • • • Q10 - I have a best friend at work 43% more likely to report having received praise or recognition for their work in the last seven days. 37% more likely to report that someone at work encourages their development. 35% more likely to report coworker commitment to quality. 28% more likely to report that in the last six months, someone at work has talked to them about their progress. 27% more likely to report that the mission of their company makes them feel their job is important. 27% more likely to report that their opinions seem to count at work. 21% more likely to report that at work, they have the opportunity to do what they do best every day. do opposites attract or do ‘similars’ the evidence suggests ‘similars’ maybe because we don’t like cognitive dissonance Copyright © 2021 Thomas Mazzone 25 Readings: We subconsciously seek to avoid cognitive dissonance The study of personality helps us to understand how to create resilient, and ant-fragile teams and organizations So, we start to hire people who think and see things like we do This makes us blind and deaf and susceptible to sudden chaotic falls 26 Copyright © 2021 Thomas Mazzone MBTI Worksheets and article Complete the spreadsheet and identify your MBTI Type Read the article and have a point of view on and your MBTI Type what it means for you and how it may have influenced your relationships Copyright © 2021 Thomas Mazzone 27 Dimensions of personality - Myers Briggs Type Indicator (MBTI) • Perceiving the world - Mental functions – gathering information Personality individual differences in characteristic patterns of thinking, feeling and behaving. • Sensing - focus on details and current realities • iNtuiting - focus on meanings, patterns, and future possibilities – making decisions • • Feeling - decides based on values and consequences for people • Thinking - decides based on based on principles and logical consequences Interacting with the world - Attitudes and orientation – engagement - source/direction of energy • Extraversion - replenish/direct energy from/to external world - engage and interact • Introversion - replenish/direct energy from/to internal world - withdraw and self-reflect – action - use/focus of energy Copyright © 2021 Thomas Mazzone • Perceiving - focus on creating - enjoy the process - lengthen time • Judging - focus on completing - finish the process - shorten time 28 MBTI Personality Type and Work Preferences E’s work best in large groups I’s work best in small groups How you prefer to collect information where do you best see/hear ------- context How you see/hear the world N’s see the connections - future - optimism S’s see the details - present - realism perception -----T’s assess using objective criteria F’s assess using subjective criteria How you assess what you see/hear action ----J’s organize and decide based on what they have P’s collect more information before deciding Copyright © 2021 Thomas Mazzone decision When are you ready to take action 29 Most organizations start as ’passive aggressive’ and transition to ‘active aggressive’ instead of ‘active collaboration’ Drivers of conflict and stress • Mental functions – What we see (N vs. S) – How we make judgements (J vs. F) • Creates differences of opinion about where to focus and how to assess what we ‘see’ and ‘hear’ Attitudes and Orientation – How we engage (E vs. I) - speak or reflect – Where we Focus (J vs. P) – create or complete • Stressors – What we have avoided – therefore not skilled at thinking (articulating) or communicating (expressing – We are usually not aware of what we don’t’ know or have never felt is important (e.g. the details are not important, opinions over rules) – We are unable to either articulate, express or usually, both but we ‘feel’ and ’know it’ Copyright © 2021 Thomas Mazzone Creates conflict because we have different preferences on timeline and different competency levels in expressing what we feel or think Creates stress, we see and hear different things, we draw different conclusions than others, we are unable to convey those differences 30 MBTI Personality Type and Keirsey Temperaments first start with how you perceive the world N’s - sees connections and possibilities - are generally optimistic - help you get through inflection points consultants help you get somewhere - they aren’t needed if you are already there -> the next thing to consider is how N’s want to assess the information - T or F S’s- sees the details and all the nuances - as a result they are less idealistic and more realistic - they help you live in the ‘day-to-day’ - they struggle seeing tomorrow NT (10%) NF (10%) SP (30 - 40%) SJ (30 - 40%) -> the next thing that is important to them is how much information they need - do you organize what you have or do you continue to take more in - J or F Copyright © 2021 Thomas Mazzone 31 MBTI and Keirsey • SP’s - Artisans are concrete and adaptable. Seeking stimulation and virtuosity, they are concerned with making an impact. Their greatest strength is tactics. They excel at troubleshooting, agility, and the manipulation of tools, instruments, and equipment. They care about the result more than the process for getting the result. They are the salespeople, entrepreneurs, doctors, artists, solutions architects, product developers • SJ’s - Guardians are concrete and organized (scheduled). Seeking security and belonging, they are concerned with responsibility and duty. Their greatest strength is logistics. They excel at organizing, facilitating, checking, and supporting. They care more about the process than the output of the process. They are the accountants, operations managers, nurses, • NF’s - Idealists are abstract and compassionate. Seeking meaning and significance, they are concerned with personal growth and finding their own unique identity. Their greatest strength is diplomacy. They excel at clarifying, individualizing, unifying, and inspiring. They care more about the people than the output or the process. • NT’s - Rationals are abstract and objective. Seeking mastery and self-control, they are concerned with their own knowledge and competence. Their greatest strength is strategy. They excel in any kind of logical investigation such as engineering, conceptualizing, theorizing, and coordinating. They care more about the system (people, process, outputs), how it is designed, whether it is fulfilling its purpose Copyright © 2021 Thomas Mazzone Main Focus (and unintended bias) get the right results protect the process protect the people challenge the system 32 Myers Briggs Temperament Indicator What is your Type? What does it mean for you? Were you able to type someone else? What did you learn? The Keirsey Temperament Framework What is your temperament? What are the temperaments other people who are important to me? How could this knowledge (yours vs, theirs) help to drive consensus and mitigate conflict? Copyright © 2021 Thomas Mazzone 33 Personality refers to individual differences in characteristic patterns of thinking, feeling and behaving. Culture = personality they are effectively the same Given that, we can be more systematic and deliberate about studying culture and aligning it with the other dimensions of the organizational assessment framework Copyright © 2021 Thomas Mazzone 34 Keirsey – chapter 2 Seeing Temperament through how people interact through the world They interact in two ways. They speak and they act Tool Usage – Acting – Doing Word Usage – Speaking - Describing cooperatives – doing cooperatively - focus on collaboration – process orientation utilitarians – doing individually - focus on methods – details/practicalities orientation abstract – seeing/describing – theories/possibilities orientation concrete – seeing/describing – details/practicalities orientation What I observe Seeing Possibilities Process (mutual effort) NF What it means Realities SJ Doing Output (individual effort) NT SP You prefer either seeing realities or possibilities You prefer process or output It defines what you see as important (culture) and How you choose to develop yourself (capability) 35 Copyright © 2021 Thomas Mazzone 35 As Abstract Cooperators, Idealists speak mostly of what they hope for and imagine might be possible for people, and they want to act in good conscience, always trying to reach their goals without compromising their personal code of ethics. words - orientation perceive/describe the world – relate to the world abstract ideas - past and future relationship cooperative do what’s right process focus this type either leads with either consensus or possibilities NF SJ (15-20%) process activity focus or process people focus ask tools flight act in the world type either leads with NT this frameworks or possibilities SP (5-10%) (30-35%) do what works outcome focus tell tomorrow orientation and process-focus and possibilities - optimistic strategist/driver As Abstract Utilitarians, Rationals speak mostly of what new problems intrigue them and what new solutions they envision, and always pragmatic, they act as efficiently as possible to achieve their objectives, ignoring arbitrary rules and conventions if need be. guardian fight this type always presents S to the world the details required to get the outcome today orientation and outcomefocused and realities - realistic (even if you don’t follow the rules) Copyright © 2021 Thomas Mazzone this type always leads with the needs to comply with the process - either task or people today orientation and processfocus and realities - realistic idealist/integrator utilitarian concrete reality - present (40-45%) tomorrow orientation and people-focus and possibilities- optimistic (even if imperfect outcome) As Concrete Cooperators, Guardians speak their duties and responsibilities, of what they can keep an eye on and take care of, and they are careful to obey the rules and respect the rights of others task tool usage focus or people as tools to be used to reach an outcome artist/pioneer As Concrete Utilitarians, Artisans speak mostly about what they see right in front of them, about what they can get their hands on, and they will do whatever works, whatever gives them a quick, 36 effective payoff, even if they have to bend the rules. 36 Please Understand Me II – Temperament, Character and Intelligence Areas of Coverage: Introduction – based on Chapters 1-6: • What is your temperament? • What are the temperaments other people (at least one other person) who is/are important to Session 2-10 you? • How could this knowledge (yours vs, theirs) help to drive consensus and mitigate conflict? Team building – building a team– based on Chapter 7 • How does an understanding of how strong relationships are built help you to identify strong fit and potentially conflicting personalities? How does it apply to building and managing a team. • Who are you most likely to connect with? Who are you most likely to have conflict with? • How does this knowledge help you to anticipate conflict? How does it help you to anticipate blind spots? With this knowledge what can you do to preemptively mitigate the risk? Team development – developing a team– based on Chapter 8 • How does an understanding how parents can best support the development of their children help Session 11 you understand how to develop your team? • What is your learning style and how do you like to grow and develop? How do other learning styles differ from your own? • How could this knowledge help you to develop more effective change management programs? • What are some of the challenges in developing team and organizational capability when there are different learning styles? Leadership and Intelligence – developing leadership capability– based on Chapter 9 • How does an understanding of different leadership styles and intelligence traits lead to a better understanding of you identify develop and support leaders of change initiatives? • How would you develop and support a leader that looks like you? What kind of leadership roles would you put them in? • How would you develop and support a leader that looks different from you? What kind of leadership roles would you put them in? Summary Session 8 • What are your initial thoughts on who needs to be on your team, who your leaders will be and what is the organization or individual you would like to help change? • How would your knowledge of the subject areas covered in this book help you to be successful at helping them to understand the need to change then helping them to stay on the change journey? To understand organizations, we need to understand ourselves organizations have personalities studying our own personality is the best way to understand an organizations’ personality Process: - read assigned chapters - address questions - be prepared to present answers in class - there is no need to prepare a report - there is no requirement to submit to NYU classes 37 Copyright © 2021 Thomas Mazzone The Power of Reframing Copyright © 2021 Thomas Mazzone 38 Read Chapter 1 - The Power of Reframing Study questions: • What is the curse of cluelessness? • What are the virtues and drawbacks of organized activity • What are strategies for improving organizations? • How well has that worked out? • The Track Record • What is ‘Framing’? • What is ’Multiframe Thinking’? Copyright © 2021 Thomas Mazzone 39 Are top managers clueless? Leadership at Wells Fargo and Volkswagen trashed their own brands by following the same script: • Act I: Set daunting standards for employees • Act II: Look the other way when employees cheat • Act III: When things blow up, blame the workers • What happened? Why? Do all organizations follow the same script? Copyright © 2021 Thomas Mazzone 40 Virtues and Drawbacks of Organizations • Prevalence of large, complex organizations is historically recent • Much of society’s important work is done in or by organizations, but . . . • They often produce poor service, defective, or dangerous products and . . . • Too often they exploit people and communities, and damage the environment Copyright © 2021 Thomas Mazzone 41 Signs of Cluelessness • Management error produces bankruptcies of public companies every year. • Most mergers fail, but companies keep on merging. • Studies estimate that 50 to 80 percent of American managers are incompetent. • Most change initiatives produce little change; some makes things worse. Copyright © 2021 Thomas Mazzone 42 Strategies to Improve Organizations • • • • Better management Consultants Government policy and regulation Does this help? Copyright © 2021 Thomas Mazzone 43 Challenges for Twenty-First Century Organizations • Old forms of organization becoming obsolete • Organizational “Big Bang” • Paradoxical challenges (e.g., be local and global) Copyright © 2021 Thomas Mazzone 44 What Is a Frame? • Mental map to read and negotiate a “territory” • The better the map, the easier it is to know where you are and get around (a map of Beijing won’t help in Chicago) • Frame as window: Enables you to see some things, but not others • Frame as tool: Effectiveness depends on choosing the right tool and knowing how to use it Copyright © 2021 Thomas Mazzone 45 Framing and “Blink” Process • Well-learned and practiced frames facilitate “rapid cognition”—the capacity to quickly and accurately size up situations • Qualities of rapid cognition: – Nonconscious (do it without thinking about it) – Fast – Holistic – Result: “Affective judgments” Copyright © 2021 Thomas Mazzone 46 Structural Frame • Roots: sociology, management science • Key concepts: goals, roles (division of labor), formal relationships • Central focus: alignment of structure with goals and environment Copyright © 2021 Thomas Mazzone 47 Symbolic Frame - Culture • Roots: social and cultural anthropology • Key concepts: culture, myth, ritual, story, • Central focus: creating meaning, building culture, staging organizational drama Copyright © 2021 Thomas Mazzone 48 Political Frame - Leadership • Roots: political science • Key concepts: interests, conflict, power, scarce resources • Central focus: getting and using power, managing conflict to get things done Copyright © 2021 Thomas Mazzone 49 Human Resource Frame - Team • Roots: personality and social psychology • Key concepts: needs (motives), capacities (skills), feelings • Central focus: fit between individual and organization Copyright © 2021 Thomas Mazzone 50 Structural and Human Resource Frames FRAME STRUCTURAL HUMAN RESOURCE Metaphor For Organization Factory or machine Family Central Concepts Rules, roles, goals, policies, technology, environment Needs, skills, relationships Image Of Leadership Social architecture Empowerment Basic Leadership Challenge Align structure to task, technology, environment Align organization and human needs Copyright © 2021 Thomas Mazzone 51 Political and Symbolic Frames FRAME POLITICAL SYMBOLIC Metaphor For Organization Jungle Carnival, temple, theater Central Concepts Power, conflict, competition, organizational politics Culture, meaning, metaphor, ritual, ceremony, stories, heroes Image Of Leadership Advocacy Inspiration Basic Leadership Challenge Create faith, beauty, meaning Copyright © 2021 Thomas Mazzone Develop agenda, power base 52 Expanding Managerial Thinking Traditional Management Thinking Artistic Thinking See only one or two frames Holistic, multiframe perspective Try to solve all problems with logic, structure Rich palette of options Seek certainty, control, avoid ambiguity, paradox Develop creativity, playfulness One right answer, one best way Principled flexibility Copyright © 2021 Thomas Mazzone 53 Conclusion • Narrow thinking → clueless managers • Multiple frames improve understanding, promote versatility • Multiple frames enable reframing: Viewing the same thing from multiple perspectives Copyright © 2021 Thomas Mazzone 54 Simple Ideas, Complex Organizations Copyright © 2021 Thomas Mazzone Read Chapter 2 - Simple Ideas, Complex Organizations Study questions: • What are the common fallacies in organizational diagnosis? • What are the peculiarities of organizations? • What is Organizational Learning? • How do organizations cope with ambiguity and complexity? Copyright © 2021 Thomas Mazzone Error in Organizations: The Tragedy of 9/11 • System Failures Helped Terrorists Succeed – Mind-set error: Defense systems hadn’t planned for domestic air attack, even though possibility had long been recognized (didn’t anticipate a “black swan” because they’d only seen white ones) – Coordination error I: FBI/CIA (terrorists not on airport security watch lists) – Coordination error II: FAA/NORAD (weak lateral communication hindered the two agencies from working together) Copyright © 2021 Thomas Mazzone Error in Organizations: Helen Demarco • Osborne announces revitalization plan • Demarco and colleagues agree: It can’t work but we can’t tell him • “Study” to buy time and develop strategy • Option B: Low benefits at high costs • Technical jargon as camouflage • Demarco feels frustration, failure Copyright © 2021 Thomas Mazzone Peculiarities of Organizations • • • • Organizations are complex Organizations are surprising Organizations are deceptive Organizations are ambiguous Copyright © 2021 Thomas Mazzone Sources of Ambiguity • • • • • • • Not sure what the problem is Not sure what’s going on Not sure (or can’t agree) on what we want Don’t have the resources we need Not sure who’s supposed to do what Not sure how to get what we want Not sure how to know if we succeed or fail Copyright © 2021 Thomas Mazzone Organizational Learning • Peter Senge – We learn best from experience, but often don’t know consequences of our actions – System maps • Barry Oshry – Asymmetric relationships (top– middle–bottom–customer) – “Dance of blind reflex” Copyright © 2021 Thomas Mazzone Systems Model for Vicious Learning Cycle Short-term Strategy Short-term gains Long-term costs Copyright © 2021 Thomas Mazzone Delay Organizational Learning (II) • Argyris and SchÖn – Actions to promote learning actually inhibit it Chris Argyris – Defenses: avoid sensitive issues, tiptoe around taboos Donald SchÖn Copyright © 2021 Thomas Mazzone Making Sense of What’s Going On: Tamir Rice What you see is what you expect: • Expectations prejudiced by missing clue • Officer expected a dangerous gunman—that’s what he saw Copyright © 2021 Thomas Mazzone Coping with Ambiguity: Conserve or Change? • Advantages of relying on existing frames and routines – Protect investment in learning to use them – Make it easier to understand what’s happening and what to do about it . . . but we may misread situation, take the wrong action, and fail to learn from errors • Change requires time and energy for learning new approaches but is necessary to develop new skills and capacities Copyright © 2021 Thomas Mazzone Common Fallacies in Organizational Diagnosis • Blame people – Bad attitudes, abrasive personalities, neurotic tendencies, stupidity, or incompetence • Blame the bureaucracy – Organization (a) stifled by rules and red tape, or (b) lack clear goals, procedures, and job descriptions • Thirst for power – Organizations are jungles filled with predators and prey Copyright © 2021 Thomas Mazzone Conclusion • Complexity, surprise, deception, and ambiguity make organizations hard to understand and manage • Narrow frames become rigid fallacies, blocking learning and effectiveness • Better ideas and multiple perspectives enhance flexibility and effectiveness Copyright © 2021 Thomas Mazzone Next session Copyright © 2021 Thomas Mazzone Overview of course Effective Organizations are Aligned with the Needs of their Environment and create and manage tension How are we designed Strategy X Structure Alignment Create tension Structure XCulture Alignment Organizational Behavior Alignment Drives Effectiveness Leadership Team X Alignment Ongoing and evolving External and Internal (P.E.S.T. and S.W.O.T.) changes require continual adjustment and realignment Manage tension How do we act Re-alignment ensures sustainable success Organizational Behavior Alignment Model Copyright © 2021 Thomas Mazzone Copyright © 2021 Thomas Mazzone Culture X Leadership Alignment Organizations as interconnected teams which operate most effectively when there is close alignment between strategy, structure, culture, and leadership 69 Discussion forums Access the article: ‘A Firm as a Knowledge Creating Entity: A New Perspective on the Theory of the firm’ on NYU Classes (Instructor upload) Answer the questions (2-3 paragraphs) and upload to NYU Classes Read Part A Upload before Session 2 • What does it mean to be a knowledge creating entity? • What is knowledge creation so important? • What is the knowledge creating process? How do you structure, assess and improve and organization’s knowledge creating capabilities? Access the book: ‘The Advantage” at NYU Classes (here) Read the chapter titled, ‘The Case for Organizational Health” Answer the questions: (2-3 pages) and upload to NYU Classes • The Author states, ‘The single greatest advantage any company can achieve is organizational health. Yet it is ignored by most leaders even though it is simple, free, and available to anyone who wants it.” • What is organizational health? Why is it important? How do you assess and improve it Upload before Session 3 70 Copyright © 2021 Thomas Mazzone organizational behavior o o o o Team Homework Assignment 1 structural assessment symbolic (cultural) assessment political (leadership) assessment resource (team) assessment Organizational Structural Assessment and Reflection on Team Formation 71 Copyright © 2021 Thomas Mazzone Organizational Structure Copyright © 2021 Thomas Mazzone Introduction to Organizational Structure • We begin by emphasizing how structural design depends on an organization's circumstances, including its goals, strategy, technology, and environment • We turn to issues of structural change and redesign. We describe basic structural tensions, explore alternatives to consider when new circumstances require revisions, and discuss challenges of the restructuring process. • We compare traditional organization charts with “Mintzberg's Fives,” a more abstract rendering of structural alternatives. • We apply structural concepts to groups and teams. When teams work poorly, members often blame one another for problems that reflect design flaws rather than individual failings. Copyright © 2021 Thomas Mazzone 73 Read Chapter 3 – Getting Organized • Study questions: • What are the core assumptions driving structural decisions? • What are the origins of the structural perspective? • What are the different structural forms and functions? • What are the different basic structural tensions? • Vertical Coordination • Lateral Coordination • Review the case study of ‘McDonald’s and Harvard: A Structural Odd Couple’ and be prepared to discuss the different approaches to structure Copyright © 2021 Thomas Mazzone Read Chapter 4 - Structure and Restructuring • Study questions: • What are ‘Structural Dilemmas’? • What are generic issues in restructuring? • Why Restructure? • Review the three cases examples focused on how to make restructuring work and be prepared to discuss in class Copyright © 2021 Thomas Mazzone Read Chapter 5 - The Power of Teams • Study Questions: • How are teams vital to organizational performance? • Why do top-performing teams need the right blueprint of roles and relationships? • How does the example of SEAL Team 6 illustrate this? Copyright © 2021 Thomas Mazzone Readings: Organizations must evolve Organization must evolve with their environment The Short and Glorious History of Organizational Theory Evolution and adaptation are hard and must be proactively managed There are rules and logic about how to evolve structure to fit the environment 77 Copyright © 2021 Thomas Mazzone Readings: Organization must evolve with their environment The central focus is the transformation of Whirlpool Thinks in terms of a “social system”, the way that technical and social systems interact? What is the connection (if any) between organizational effectiveness and the consonance of the technical and social systems? What’s a practitioner supposed to do? How should she or he approach change? Systems theory combined with sociotechnical theory provides broad guidance on designing systems to produce desired behaviors 78 Copyright © 2021 Thomas Mazzone Readings: Organization must evolve with their environment Think system and subsystem. Don’t presume that changing one part of a complicated system will change how the system (and those in it) will respond. Concentrate on both the technical hardware and the human software. Behavior at work has multiple influences. Attend to the interaction of subsystems and influences acting upon people at work. Seek consonance among these influences and avoid conflict between system components. 79 Copyright © 2021 Thomas Mazzone Readings: Organization must evolve with their environment • • • • • In the simplest case, coordination is achieved at the strategic apex by direct supervision—the chief executive officer gives the orders. The configuration called simple structure emerges, with a minimum of staff and middle line. When coordination depends on the standardization of work, an organization’s entire administrative structure—especially its technostructure, which designs the standards—needs to be elaborated. This gives rise to the configuration called machine bureaucracy. When, instead, coordination is through the standardization of skills of its employees, the organization needs highly trained professionals in its operating core and considerable support staff to back them up. Neither its technostructure nor its middle line is very elaborate. The resulting configuration is called professional bureaucracy. Organizations will sometimes be divided into parallel operating units, allowing autonomy to the middle-line managers of each, with coordination achieved through the standardization of outputs (including performance) of these units. The configuration called the divisionalized form emerges. Finally, the most complex organizations engage sophisticated specialists, especially in their support staffs, and require them to combine their efforts in project teams coordinated by mutual adjustment. This results in the adhocracy configuration, in which line and staff as well as a number of other distinctions tend to break down. 80 Copyright © 2021 Thomas Mazzone Readings: Evolution and adaptation are hard and must be proactively managed Organizations conform to ‘rules’ that are aligned with different environmental needs As the environment changes so must the organization Change is hard, we fear the loss of stature and position We don’t know if we can fit in somewhere else 81 Copyright © 2021 Thomas Mazzone Organizational Analysis What is the current context (Conduct a SWOT Analysis) P.E.S.T. Market Assessment -> Product /Service Selection Product /Service Selection -> Supply Chain Assessment Opportunities and Threats (external) Strengths and Weaknesses (internal) Opportunities Market Growth and Profitability Product/Service Position vis-à-vis Competitors Threat of Substitution Strengths Threats Weaknesses Impacts Process Design Identify the product or service that represents either the greatest opportunity to profitably grow or represents the greatest threat to sustainable growth Management Ability Customer and Supplier Capability Industry Platform Maturity Identify the strengths to leverage and the weaknesses to address to close the gap or protect the lead S.W.O.T Objectives: • Start with your products or service. Identify the customer/market it serves. Develop a...
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Reflections on Lessons Learned

Outline

Thesis Statement: The purpose of this paper is to provide critical reflections on the materials we
learned in class by answering three distinct questions.


Question #1
o Essential elements of organizational structure and how are they impacted by
industry conditions.



Question #2
o Essential elements of the integrated Quinn/ Keirsey Culture model
o How the model align with industry structure



Question #3
o Key lessons learned about the environment (PEST)/strategy (SWOT)/Org
structure assessment of the organization that you studied?


1

Reflections on Lessons Learned

Student Name

Institutional Affiliation

Due Date

REFLECTIONS ON LESSONS LEARNED

2

Reflections on Lessons Learned

Question 1

An organizational structure helps set out who does what within the boundaries of a
company and specifies who answers to whom. The organizational structure, in addition, helps in
determining the products that are to be produced by the company, distributed marketing, and
how they are sold. A strategic and carefully planned organizational structure helps a business in
running effectively and efficiently. Ineffective structures can result in problems for the company,
such as a drop in profit margins and a loss in productivity. An effective organizational structure
composes of six essential elements of organizational structure. These elements comprise
departmentalization, a chain of command, centralization, a span of control, work specialization,
and degree of formalization...

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