3. We now have an increasingly clear idea of the factors that
influence how well teams can contribute ROI to companies who use
them. What are these factors, and how do they add value?
key word
Return on investment
How they help team add value
Diagram description
HR esources (hire/ training) /job design /Manager stay behind team in significant
changes—> Feel support or use team skill
4. Companies usually take one of four paths to expand their bus
inesses internationally. Discuss what these four paths are, and
indicate the advantages and risks of each of them.
keyword
Importing. Less risky
Licensing
Less risky and original. Org often begin with
Joint venture
Investment
determining your gobal position
5. Consider a company for which you have worked, or one with wh
ich you are familiar. Would you characterize the company as ‘Th
eory X’ or as ‘Theory Y’? Do the same for how it would rate
as ‘mechanistic’ or ‘organic’ in outlook.
keyword
Dimensions
6. In class, we developed and discussed the major outcomes of
the Quaker Oats team redesign process. What were these major out
comes, and how did the team redesign influence them?
Key word
What team decide job ,reven ,absent talk the team structure or plan ,
be familiar with the case
Productivity, safety, job satisfaction, absenteeism
How team benefit
The frame before, how the problem solved
major outcome
In
1996, efforts
to improve the relationship between management
and the RWDSU succeeded. T
into a partnership to im
prove productivity and enable the plant ro respond to changing demands in the breakfast f
he Quaker oats cedar Rapids management and RWDSU Local 110 entered
oods market while increasing wages and improving job security. With the help of
a
consul
tant, the union and the company rapidly developed their willingness and ability to cooperat
e.
·
how redesign
influence them
Productivity
Absenteeism and turnover
Independence/ autonomy
Accident rates
Overall productivity and efficiency
7. We now know that successful teams require more than functio
nal competencies in order to thrive. Instead, teams have to have
or acquire a number of team-related competencies which help grou
ps to flourish.Describe what these competencies are and indicate
how you get them.
Six Things You’ve Got to Have for Optimal Team Functioning
1. A clear charter.
2. Defined roles for members.
3. Effective communication channels.
4. Time efficiency.
5. Goals that mean something.
6. Accountability for results
Introduction
How Do Senior Managers Spend
Their Time?
• Four weekday nights working
• From 237 to 1073 ‘incidents’ per day
• Three dozen pieces of mail, five extended phone conversations, eight
scheduled meetings per day
• Fifty to ninety percent of their time is spent interacting &
communicating
• They spend less than 30 minutes per week on job related periodicals
& publications
The History of ‘Management’: An Overview
Classical Management Theory
F. W. Taylor & ‘scientific management’
Henri Fayol & ‘systematic management’
1930s: Behavioral management & the discovery of ‘motivation’
WWII and beyond:
New directions in operations & logistics
Prediction, training, global scale, & computational technology
History, continued
Postwar years:
Organization development & action research
The human relations movement & diagnosing organizational ‘types’:
Theory X & Theory Y organizations
‘Mechanistic’ and ‘Organic’ organizations
Theory X vs. Theory Y
Theory X Assumptions
Theory Y Assumptions
People dislike & will avoid work
Work is a natural part of life
Managers have to coerce & direct employees for their
own good
People are motivated to succeed & are committed to
organizational goals
Works are averse to responsibility
People will assume responsibility and be creative
Workers want to be closely directed & supervised
We’re underusing our human capital
Theory X companies are killing us
Mechanistic vs Organic Organizations
Goals:
Rules & Regs:
How defined tasks are:
How wide is managers’ span of
control:
Orientation to workers:
Nature of authority:
MECHANISTIC FEATURES:
ORGANIC FEATURES:
Very predictable
Highly flexible
Many & rigid
Relatively few
Highly specialized
Broader & shared
Narrow
Wide
Individual
Team/group
Formal & prescribed
Highly informal
History, continued
Globalization & the grown of MNCs & TNCs
Technology
The pursuit of the ‘happy & productive worker’
Resilience
Workplace wellness & work-life balance
Issues confronting pluralistic workplaces
Some Interesting Trends
33% of Americans are ‘passionate’ about their jobs
80% of us are disengaged from our jobs
1 in 7 American employees report that they are willing to go the extra
mile at work
4 in 10 Mexican employees in the U.S. report that they are willing to go
the extra mile
Traditional Corporate Structures
How Companies Determine their Global
Positions
What Characterizes Companies that
Successfully Go Global
1. High standards for ethical behavior
2. Balanced approaches to where & how they invest
3. Very strong organizational cultures
4. Stakeholders have very high priority
5. They invest heavily in internal development and succession planning
6. They take a continuous-quality approach to operations
7. They try to articulate stakeholders’ concerns
8. They try to be responsive at the local level of operations
9. They are pro environmental sustainability
10. They reward people who help to achieve these things.
Functional Structures
Matrix Structures
International Division
Global Product Structure
International Business Development & High
Innovation Business: Can MNCs Resolve Poverty?
Some Facts about Life at the Bottom of the
Pyramid
• Income less than $3K per year
• Total household income in BoP is about $1.3 trillion in PPP terms
• About $9 trillion in hidden (often non-liquid) assets
• Population will increase 2 to 3 billion in the next couple of decades
worldwide; most of these will be in BoP
How Traditional Business Has Viewed the
BoP: Some Common (False) Assumptions
The poor can’t afford our products.
They’re not interested in them anyway
They’re not inclined towards technology and couldn’t afford it if they were
Our managers won’t work there with them
The best thing we can do is mobilize support for donations in health care,
education,job development & job skills training (job start from people local
–
What the Data Say about the BoP
The poor buy things
They try to buy the same premium brands we do, usually in different
price/packaging combinations
They’re charged premium rates for things we take for granted:
Capital: local moneylenders get 600% to 1000% interest p.a.
Water & utilities can cost 400% of our rates in the developing world
BoP markets typically respond very rapidly to technology (regardless of
initial literacy level)
What the Data Say, continued
BoP consumers are intensely brand conscious
BoP business practices are high-innovation, may involve public-private
collaborations, and often have social goals as outcomes
These practices may be tech-intensive
Traditional Planning Dimensions
Deliberate:
Alternatives explicitly
chosen in advance
Reactivity
Corporate
Level:
Alternatives across
industries and
markets
Business
Level:
Level of Planning
& control
Alternatives specific
to an industry or
market
Emergent:
Defined over time as
operations unfold;
tend to be implicit
Traditional Planning Dimensions:
Market Scope & Product Uniqueness
Compete on your product’s Compete on your product’s
price
uniqueness
Go for a broad market
Strategies emphasize cost
Strategies emphasize
leadership (ex.: generic soft general brand identity (ex.:
drinks)
Coca-Cola)
Go for a narrow market
Strategies emphasize
Strategies emphasize highly
affordability for a particular
focused identity (ex.: Dr.
market (ex.: Ikea)
Pepper)
What if Your Pet Rock Was the Key to
the Future of Global Commerce?
‘Uncertainty’ as the only sure thing in planning
and organizational change
(How strongly you want to
emphasize accurate predictions
about the future)
Emphasize rational planning:
Your goal: To reduce uncertainty without wasting
money trying to control the uncontrollable.
Put resources into systematic analyses, rational
decision making models (as in Bazerman), trend
analysis, macroeconomic modeling; do all of these
better than the competition can. Invest in people
and systems who can do this.
(How strongly you want to
emphasize your ability to
shape the future
environment)
Emphasize adaptation/reaction:
Your goal: To respond effectively to
discontinuities as they enter your product
frontier
Put resources into highly efficient decision
making in high pressure conditions; increase
self-managing teams; develop capacities for
structural change to meet emergent conditions.
Emphasize visionary planning:
Your goal: Build the business future you want.
Put resources into creating demand; condition
consumer preferences; articulate possible
futures and fund the steps necessary to bring
them into existence.
Emphasize transformation:
Your goal: Prepare your organization to provide goods
and services for needs and markets which do not yet
exist.
Put resources into national/international alliances, r&d,
cooperative ventures, and alternative horizon planning;
emphasize human capital (employee base, consumer,
and population environment).
Managing for Collaboration:
Teams
Team Autonomy: A Conceptual Model
Competencies that Teams Need to be
Effective
1.
2.
3.
4.
5.
Conflict resolution skills
Skills in collaborative problem solving
Ability to plan ahead and to coordinate tasks among people
Self-management and goal-setting skills
Skills at communicating non-evaluatively & supportively
Steps to Take to Set Useful Team Goals
1. Use both process goals and outcome goals.
2. For each goal, distinguish two possible goal levels:
What would be a very highly ambitious goal for this team?
What would be a reasonably attainable goal for this team?
3. Identify an operational goal that’s half-way between these two.
4. Express each operational goal in appropriate terms.
What Is, and Isn’t, a SMART Goal
Specific (exactly things)
Measurable (the better they tolerance)
Aggressive (?)
Related to the unit’s/organization’s needs (get them understanding and give
them feedback)
Time limites (deadline is good thing ,although not necessary ,be a big soft of
respection .
Steps to Take in Setting Goals, cont’d
5. Decide on a measure of each outcome (or process) within each
goal.
6. Provide team members with regular feedback on how they’re doing
in making progress towards the goal.
7. Be prepared to encourage teams to function independently, which
means be prepared to function yourself as a resource person.
8. Regularly measure goal progress.
9. Reward significant progress to or attainment of a goal.
How to Help Ensure that Your Teams Add
Value
The Case for
Corporate Ethics:
Who’s Right? and...
Whose Right?
General Electric: On Staying Ahead of the Problem
1. Personal actions (and statements) count a lot.
2. Make people accountable (and rewarded) for actions.
3. Go the extra mile in transparency, compliance, & the environment.
4. Build standards for quality, safety, and compliance throughout
production, and hold subsidiaries & suppliers to the same ones.
5. Build a system of checks & balances among finance, legal, and HR.
6. Never punish the messenger.
7. Employee voice is critical: develop reporting mechanisms.
8. The top 4,000 execs are measured on integrity standards.
Four Approaches to Procedural Ethics
Does it all ‘Depend’?
Acknowledgement: adapted from discussions in
Schermerhorn and in Donaldson, HBR
Nash’s Guidelines on Ethical Decisions
1. Have we defined the problem here correctly?
2. How would we define it from the other side?
3. Step by step: How did this situation occur?
4. How would my family and personal friends see this?
5. Whom could our decision conceivably harm?
6. Have we talked this over with those people?
7. Would we be comfortable reading about this in the NY Times?
8. Let’s think about this from the perspective of someone who’s going to
misinterpret everything we do, no matter what: What is s/he going to say?
9. Are there any occasions in which we’d tolerate exceptions to what
we’ve decided?
Do corporations have ‘social
responsibilities’?
Summarized from Friedman; Schermerhorn
Schermerhorn’s Categories for
Corporate Social Strategy
Areas of Potential Exposure for
Multinationals on Ethical and Social
Concerns
Customer Related
Issue
Some Sample Problems
Product
Safety
Should we eliminate some safety features
required at home but expensive to produce?
Pricing
We’re the only ones in the market over there--we
can function as a monopoly if we want to.
Disclosures
Do we have to translate all the documentation?
Stockholders
Issue
Some Sample Problems
Loss control
If a product is banned in one country, should we
sell it here to increase profits?
Wages
Market wages over there are poverty level. What
should we do?
Safety
OSHA would never stand for the operations
facilities over there. What should we do?
Workers
Issue
Child labor
Some Sample Problems
If it’s legal over there, should we use it?
Employment Women are supposed to be kept separate from
discrimination men. What should we do?
Local
economic
impact
We could use transfer pricing, if we wanted to.
We’d save a bundle on the local taxes in that
country.
OSHA would never stand for the operations
The Host Country
Issue
Some Sample Problems
Local statute
Some of their requirements would be illegal if we
used them in the U.S. What should we do?
Religious or
social
practices
The country’s religious holidays are way different,
but we need our employees on call 24/7.
Environmenta Their environmental laws are a lot looser than ours.
l Impact
Should we comply with US standards, or with
theirs?
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