Orgs 2000 Term Notes Essay Example

Orgs 2000 Term Notes Essay WEEK 1 The organization has set of features shared by modern large scale organizations called bureaucracy (Max Weber note, very strategic design-y) o Features include: 0 1 . Clearly delineated positions and Jobs with required qualifications 0 2. Formal hierarchy of positions line of authority setting out power/limitations (chain of command) 0 3. Formal rules and standard operating procedures 0 4. Training, career paths, reward systems (aka advancement) Macro/Micro analysis o Macro organization and external organizational environment o Micro groups eams and interpersonal relations o Organizations are complex systems and what happens on one level affects another 0 Unanticipated consequences of changes! 3 lenses o Strategic design 0 View of the organization: input-throughput-output system 0 Key concepts: activities, interdependence, resources (esp. nformation) 0 Key processes: grouping, linking, and aligning 0 View of the environment: resource base (source of inputs), competitive market 0 Role of the leader: organizational architect, strategist 0 Stimuli for change: lack of internal alignment, lack of fit between organization environment Obstacles to change: inadequate information (they dont get it), inadequate analysis (the case isnt convincing) o Political system 0 View of the organization: an arena for conflict 0 Key concepts: power influence, interests 0 Key processes: conflict, negotiation, coalition building, networking 0 View of the environment: external stakeholders 0 Role of the leader: forging coalitions, identifying and leveraging interests, negotiating 0 Stimuli for change: shifts in dominant coalition, in power of stakeholders 0 Obstacles to change: entrenched interests (they wont buy in because hey stand to lose) o Cultural perspective 0 View of the organization: a social construct what we think it is 0 Key concepts: identity, symbols, values, basic assumptions 0 Key processes: meaning and interpretation, legitimating 0 View of environment: social and cultural network 0 Role of the leader: articulating vision, symbolizing the culture, understanding and leveraging the culture 0 Stimuli for change: challenges to basic assumptions, contending interpretations Impediments to change: dominant culture, established mindsets (they cant see it) Levels of analysis o Individual o Group o Organization Applications o Teams o Gender and Diversity Ince ntives and Motivation Change and CSR WEEK 2 STRATEGIC DESIGN Strategic design systems deliberately constructed to achieve certain strategic goals o Efficiency (accomplishing strategic goals with least resources)+ effectiveness (goals accomplished to standards) emphasized o Assumption: organization has a strategy for creating value (value proposition/ distinctive competitive advantage) establishes what activities will lead to success o Key strategic question: which activities should be inside the boundaries of the organization and which outside? We will write a custom essay sample on Orgs 2000 Term Notes specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Orgs 2000 Term Notes specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Orgs 2000 Term Notes specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Key elements o Information processing and enhancing system o Task basic element smallest unit of activities needed to be done to achieve overall strategic goals 0 Vary in complexity, routinization and interdependence o Task interdependence 0 Sequential interdependence one task completed and then handed off to next stage 0 Harder to manage than pooled, easier than reciprocal 0 Pooled interdependence tasks undertaken at same time and tlnal result put together 0 Easiest to manage 0 Reciprocal interdependence tasks conducted in repeated interaction with each other 0 Hardest to manage Organizational design choices begin with strategic grouping differentiation of clusters of activities, positions, and individuals into work units o Then they must go through linking ensure that resources and information flows efficiently and effectively between activities/groups o Lastly must use alignment mechanisms (incentive systems, information systems, etc. to ensure people have the resources AND incentives to carry out tasks assigned to them Strategic grouping gathering tasks, functions, disciplines and separating from others o Assumption: coordination and communication are easier within unit han across units o Basic criteria 0 Activity (function) 0 Product/technology (business division/unit) 0 Market/customer (geography/customer segment) o Grouping by expertise/function bringing together individuals who share similar functions, disciplines, skills, and work processes Three strengths 0 1. Development of deep functional expertise and a high degree of specialization 2. Economies of Scope easy to transfer resources across activities within functions 0 3. Allows for creations of separate alignment systems each tailored to every functions needs/strengths Four weaknesses 1 . Backward flows of information can be difficult due to sequential interdependence between functions (e. g. from marketing to eng) -> therefore not responsive to changes in consumers 0 2. As specialization increases, individuals develop narrower perspectives 0 3. Difficult to assess costs 0 4. Tendency to expand levels of management over time this can inhibit efficient and effective info flows 0 Frequently adopted by new businesses maintained over time by organizations that have a single major business or share similar technologies across similar markets Grouping by Output/Product organizes on basis of service/product rovided Two strengths 0 1 . Transparency of performance costs/profits are clear of each function (business) 0 2. Clear strategic focus each business division head is responsible for profitability/growth of a complete chain 0 Four weaknesses 0 1 . Difficulty of sharing resources lead to duplication of activities across business units 0 2. New business creation difficult business units focus on expanding their own business instead of finding new opportunities OR competing across units 0 3. Functional specialists are spread can lose touch with innovation in own fields 0 4. Distributing activities across different units can lead to missed learning opportunities in core functions 0 Structure associated with strategies that emphasize efficiency, where info on cost/ profitability is crucial Grouping by Market gathers together people who perform different activities/tasks and produce different outputs but serve same customers/market 0 1 . Capacity for deep customer knowledge and close relationships 0 2. Tailor products/services to different needs 0 Three weaknesses 0 1. Duplication of activities/resources 0 2. Erosion of deep technical expertise 0 3. Missed opportunities for synergies and learning 0 For strategies that are customer-focused (customers with different needs and tastes). Often in service industries Matrix organization picks two strategic grouping dimensions and gives them equal weight in org structure each manager of each operating unit reports to two bosses one for each dimension ren balancing two equally important grouping dimensions 0 Four weaknesses from complexity 0 1. Confusion 0 2. Higher costs 0 3. Delays in decision making 0 3. Heightened potential for conflict Front/back structure divided into two parts. Front end faces customer and organized by market developing and producing products. Back end is organized by product business units that include technology dev, production, logistics Two Strengths 1 . Close integration of tech development and production (back end) 2. Building deep customer knowledge and close relationships (front end) Three weaknesses 1 . Fragmentation of technical expertise (back end) 2. Poor integration between market needs and tech development 3. Ensuring adequate integration/synergy between the front and back ends can be difficult o Modular/Network structures self organizing network. The subunits come together and cooperate to deliver a specific product or service. New development. Not much info in reading o Line activities in the direct chain providing products/ services to customer o Staff support activities (so finance, legal, HR, PR, IT) Linking designing structures and processes to connect and coordinate organizational units and subunits whose tasks are interdependent but have been separated by strategic grouping decisions o Intensity of linking mechanisms is influenced by level of interdependence (pooled, sequential, reciprocal the task interdependence earlier) Dotted line relationships lower ranking person is formally responsible for supplying all relevant information to higher ranked person but that they have no formal authority over them beyond the information flow (easy fix for lack of horizontal information flow) o Liaison roles assigning responsibility for coordination across groups to individuals 0 These people are conduits for info and expertise 0 Primarily information-focused role 0 Not a full-time responsibility but combined with other act ivities o Integrator roles coordinate activities and decision processes 0 More of a general management role Have carrots and stic ks to help their role o Permanent cross-unit groups formal mandate for representatives of different task/work groups to pool expertise and coordinate efforts to a certain product/client/ market/problem. Often combined with other activities (not full-time assignment) o Temporary cross-unit groups like permanent groups, but project is the grouping dimension. Disband after the project. Heads of project teams play an integrator role o IT Systems enhance support for linking and coordinating mechanisms and even can be seen as own linking mechanisms Co-location putting people and subunits that need to exchange information in the same location o Challenge in designing linking mechanisms determining which add value and which do not Alignment ensuring the units and individuals assigned certain tasks and activities by grouping and linking have the resources and motivation to carry them out A common failure of organizational redesign efforts is a lack of organizational congruence misaligned supporting systems and processes o Performance measurement systems system to indicate whether or not a design is effective based on its performance. Need to be designed so that they do not pull groups in incompatible directions that undercut linking o Rewards and incentives useful tool for changing behaviour. 0 Criteria for general principles: 0 Incentives should link performance to pay and directly link performance to specific standards and objectives 0 Rewards should relate directly to the nature of performance required at each level of the organization. Rewards should be directly linked to objectives that are within the groups or individuals power to control 0 Incentive plans should match measurement periods for rewards to relevant erformance plans 0 One view individuals oriented to material rewards 0 Prone to free ride off others can be unproductive without negative sanctions 0 Other view most individuals want to do a good Job 0 Main challenge is to design reward system that doesnt misalign rewards with requirements of orgs strategic intent perverse incentives o Resource allocation assessing adequacy of resource to carry out assigned tasks very difficult to implement o HR Development -Allocating resources of people as well as developing (training) and creating them (hiring) Strategic organizational design process Disruption of flow of business re design efforts take up time and attention of managers and tie up organizational resources 0 Information is not processed adequately employees do not recognize the value of different kinds of info, how to interpret it, how to add value, or how to pass it on o Risk to LT relationships with customers/suppliers they do not know who to talk to in the organization because of changing positions o Stress loss ot continui ty, departure ot key people = damages core competencies ot company. People worry about Job loss o Good design process (Nadler/Tushman) 0 1. Those that emerge from consideration of widest possible range 0 2. Design process involves people who understand the organization 0 3. Developed with implementation in mind 0 4. Making people responsible for making the change work feel as if were part of shaping the change o Stimulus for change 0 Response to growth more products, broader range of customers, etc. 0 Internal problems lack of coordination, excessive conflict, unclear roles, poor work flows, etc. Environmental changes (most frequent) from external business environment Organization seen as throughout-put takes inputs from environment, adds value hrough internal processes, and distributes to users outside the organization 0 Input- set environment 0 Output-set market 0 Shifts in the environment can change the design organization must fit the environmental pressures Understanding an organization 0 1. Know its strategy what is the organization trying to accomplish? How does it differentiate itself? What does it do better than others? 0 2. Map its design 0 What is the grouping structure? 0 How are the units created by the structure linked? 0 Are the basic systems aligned with each other? Do they positively reinforce each other? Does the organization design fit the demands of its environment and of its strategy? Strategic organizational design process 0 1. Generate design criteria 0 2. Generate grouping alternatives 0 3. Evaluate grouping alternati ves 0 4. Identify coordination requirements 0 5. Generate structural linking mechanisms 0 6. Evaluate structural linking mechanisms 0 7. Conduct impact analysis 0 8. Refine and eliminate designs 0 9. Identify issues for operational design and alignment 0 10. Identify issues for implementation Political system sees organization as a social system constructed as an arena for ompetition and conflict among individuals, groups, and other organizations whose interests and goals differ o Roots of conflict lie in different interests, disagreements requiring action, including negotiation, coalition building, exercise of power and influence o Asks Whos defining the problem? What gives them the power to define it? Whos advocating my solution and why? How can I get an outcome that serves the interests of me and my group? o Decisions must be political have to have buy in of those with power to implement/block them Interests what people want and whats at stake for hem o Assumption: people act rationally to serve their own interests (economic man) o Collective interests those shared by others belonging to same group o Groups: 0 Formal structure 0 Demographic groups 0 Division of labour 0 Location 0 Professional/occupational category o Stakeholder perspective identifies groups that have a share stake (i. e. set of collective interests) 0 1 . Analyzing what interests are and what priority they have for individuals and collective actors 0 Multiple interests at same time LT/ST, competing, autonomy/ cooperation 0 Collectives also have multiple interests Therefore, the way decisions are made, they depend mostly on how key decision makers see and assign weight to their interests 0 These interests are also dynamic they change 0 Can be latent do not realize they exist until an event happens 0 To carry out an action, one must understand what interests will be affected by it Power ability to affect behaviour of other people 0 1 . Influence someone does not have formal authority but has ability to persuade others. Legitimate 0 2. Authority legitimate and decreed upon by organizational hierarchy/formal positions 0 3. Coercion domination not considered very legitimate. Breeds resentment. Basically punishing someone o Sources of power: 0 Personal characteristics charisma gift of grace. Emotional connection between leader and followers. Unstable, requires constant proofs, difficult to transfer 0 Energy 0 Focus 0 Sensitivity to others and ability to understand how they see interests 0 Flexibility 0 Ability to tolerate conflict 0 Submerging ones ego and getting along 0 Willingness to engage in conflict to further ones actions is a source of power Scarce or valued expertise 0 Past performance/track record People believe can cultivate future relationships with high fliers 0 Formal position 0 Provides guide to resource allocation, info flows, evaluation of employee performance, task assignments, conflict resolution 0 Proximity of subunit to head of organization greater the power 0 Informal network position 0 Size of network and position in network is crucial 0 Centrality how many links you are between powerful individuals within a network 0 Network clusters are better and more efficient than redundant interconnected, tightly knit networks 0 Network position is a great source of influence for 2 reasons 0 1. Info advanta ge in can confer 0 2. Potential for coalitions 0 Holes in an organizational network where there is no direct link between subunits that could benefit from being linked structural holes o Someone who bridges these wholes has power because he has disproportionate say since he has contact with both 0 Many social networks: task-related networks, friendship networks, advice networks o How to identify where power resides in an organization: 0 Reputation ask people who has power in the org 0 Representational indicators which groups interests are over repped Observation of consequences which groups benefit most from resource allocation 0 Symbols of power o Sources of power: Personal characteristics, scare valued expertise, track record/ contribution to org. performance, formal position in org. hierarchy, informal network position Using political lens to take action: 0 1. Map interests and power 0 1 . Supporters whose cooperation do you need 0 2. Blockers whose opposition could hold you up 0 3. Potential stakeholders who will be affected 0 4. Existing coalitions who are the friends/allies of potential supports/blockers and what are their collective interests This provides guidance on a) how to convince key stakeholders that your initiative serves them, and b) how to tailor your initiative so that incorporates key stakeholders 0 2. Getting buy-in getting people to commit to action 0 Escalation of commitment people are more likely to commit to something that they have already invested resources into 0 Publically made less likely to back in 0 More resources = more commitment 0 Giving stakeholders chance to provide feedback they have some effect on the group 0 Risk: having potential supporter back out 0 3. Finding allies building coalition illusion of influence feeling that Set of allies who act together to support certain policies/activities 0 Long-term can be a general coalition to provide reciprocal support for each others interests 0 Dominant coalition upper management acting together in their interests 0 Idea of reciprocity mostly 4. Building a network 0 Built on reciprocity (l do for you, you do for me), and trust. Have values, i. e. urrencies: 0 Rewards-related 0 Task-related 0 Relationship-related 0 Status-related 0 Key to establish trust to overcome initial barrier and begin with reciprocity Mainta ining relationships are a crucial time sink may take up to 80% of managers ime 0 Choose type of network to maintain 5. Building negotiation skills WEEK 4 CULTURAL PERSPECTIVE Cultural perspective focuses on social and personal identities carried by people. Cultural understandings are collectively shaped and rooted in the past o Limitations of managers, structural authority, influence, and rationality best describe human behaviour o Emphasis that people must learn these things to be fully functioning members of org Schiens model of culture: o Pyramid going from top to bottom: 0 1 . Artifacts/behaviours (symbols) what you observe 0 2. Espoused values what you are told (normative)

If it was me, Mr. President, I’d Get a Grammar Lesson.

If it was me, Mr. President, I’d Get a Grammar Lesson. I have been thinking for some time that I would like to write a blog on the subjunctive.   One of my blog followers, an astute man named Gabe, was kind enough to give me fodder for bringing this topic to the top of my list. For the second time in The Essay Expert’s blogging history, I turn to President Obama’s grammar bloopers.   The first was his incorrect use of â€Å"tenant† when he meant â€Å"tenet† in his speech following the Tucson shootings (The President Makes Grammatical Errors Too!). This week I’m pointing to Obama’s statement about the texting transgressions of Congressman Weiner. Obamas Grammatical Error Said the President, according to many news sources, â€Å"If it was me, I’d resign.† I won’t spend a lot of time explaining that a more proper structure of this sentence would have been, â€Å"If it were me, I’d resign.†Ã‚   Put simply, this is a conditional statement, speaking about an event that is not sure to happen and that did not definitively happen.   Any time you see the word â€Å"if† in a sentence, watch out for the subjunctive.   The correct verb form is most likely â€Å"were.† A good explanation of the subjunctive can be found on EnglishClub.com. I also won’t spend a lot of time harping on the fact that the President used the incorrect form of the pronoun â€Å"me.† The truly correct phrasing would have been, â€Å"If it were I, I would resign.† Note that â€Å"I† is a subject pronoun.   But who really talks like that? Meet The Press:   To Quote or Not to Quote? What interests me most is the way the press handled the situation.   You might remember that when the President said â€Å"tenant† instead of â€Å"tenet† in his Tucson shooting speech, the transcription of his speech corrected his error.   In the Weiner situation the press went to bat for Obama again but not universally.   Ive created a snapshot of press coverage of the issue below. [Challenge to reader:   How many double entendres can you find in the body of this article? If you find one, report it in the comments!] The New York Times Michael Barbaro of The New York Times covered up (or worked around) the President’s grammatical errors as follows in his article, Obama Suggests Weiner Should Resign: President Obama told NBC News that if he were in Representative Anthony D. Weiner’s position, â€Å"I would resign,† according to a senior network executive. Fox In contrast, Fox quoted Obama word for word in their article, Obama Says He Would Resign in Weiners Position: I can tell you that if it was me, I would resign, Obama told Ann Curry in an interview scheduled to air Tuesday on NBCs Today. How many times do you think that one got tweeted? Youtube/Hollyscoop.com Hollyscoop.com, in the midst of making references to porn star names, fixed the subjunctive issue on its youtube video report, but did not touch the improper pronoun: Now the President is saying, â€Å"I can tell you that if it were me I’d resign†¦Ã¢â‚¬  Maybe these folks need a grammar lesson too. Pundit Press Pundit Press left the error waving in the wind, both in the title and body of its article: Title: PRESIDENT OBAMA: If it was me, I would resign. Body: Obama did not call for the resignation of Anthony Weiner, but did say,  I can tell you that if it was me, I would resign. CNN Finally, CNN’s article by Ashley Killough maintains picture perfect grammatical integrity in its headline, Obama On Weiner:   ‘I Would Resign’, but exposes Obama’s actual wording in the text: (CNN) President Barack Obama told NBCs Ann Curry in an interview to air on Tuesdays Today, that if he were in Rep. Anthony Weiners shoes, he would leave Congress. I can tell you that if it was me, I would resign, Obama said. Grammatically correct or not, Obama’s opinion surely had an impact.   Weiner has stepped down, probably due to the uncovering of his lies more than anything else. If you were a reporter, how would you have handled Obama’s grammatical error?   And why did Clinton survive his sex scandal, whereas Weiner was trampled?   The Christian Science Monitor has shed some light on this question in its article, Why Democrats turned on Anthony Weiner, but not Bill Clinton. I suppose we can all be comforted that no one (even The Essay Expert) will push for politicians to step down due to grammatical transgressions. Category:Grammar Writing TipsBy Brenda BernsteinJune 20, 2011 7 Comments Penelope J. says: June 22, 2011 at 3:05 pm Agree with the above comments. Also, Obamas use of the English language is generally correct except for the occasional slip such as this one unlike his predecessor, famous for his grammatical bloopers. For me, its a big relief to have a president who can speak and pronounce (think nucular) English correctly even though Obamas dependence on the er is annoying. Log in to Reply The Essay Expert says: June 22, 2011 at 6:25 pm Penelope, I couldnt agree more! Log in to Reply The Essay Expert says: June 22, 2011 at 6:23 pm Thanks for your insight Eric. I wonder if Were it me or Were I to would sound stilted. I approve of grammatical errors when necessary to sound conversational. Even If it were I would have sounded a bit high and mighty. Log in to Reply The Essay Expert says: June 22, 2011 at 6:24 pm Rita, I agree completely! And it scares me how many educated people do not know the rules of how to start a sentence with a pronoun or pronouns. I do my best to educate when I can! Log in to Reply The Essay Expert says: June 22, 2011 at 6:25 pm The Wizard of Oz the answer to all our grammatical troubles!! Love it. Log in to Reply Jarom says: June 23, 2011 at 11:05 am That was an enjoyable post Brenda. 🙂 Log in to Reply The Essay Expert says: June 23, 2011 at 11:32 am Thanks Jarom! Log in to Reply

Media Ethic personal statement Essay Example | Topics and Well Written Essays - 500 words

Media Ethic personal statement - Essay Example ay I decide to report events can either create peace or chaos in a certain situation and therefore, I must constantly adhere to the highest principles of media ethics as I go about completing my tasks on the job. I was amazed to learn that as a media practitioner, I would oftentimes find myself at the crossroads of having to deal with news manipulation versus reporting the truth, or having to choose between public interest and the right of a person to privacy, and most specially, I found myself highly concerned by the fact that the interests of the media when it comes to reporting and informing the public may oftentimes find roadblocks in terms of our national laws. As a journalist, I would definitely have my work cut out for me in the future. But, if I had chosen to take the path of entertainment media instead, I would find myself having to deal with the ethics of censorship and the right of people to choose. There is also the problem posed by conflict of interest regarding product placement in shows that I might become involved with. Not to mention having to deal with the constant stereotyping in Hollywood that often leads to the presentation of taboo topics that most audience members and censors may deem unethical. However, since i trained for the job, I will know exactly how to strike a very delicate balance among all the factors involved. It wont be easy but, thanks to my ethics classes, I will know exactly how to handle the situation should it arise. Having been educated by our classes in the various types of ethics involved in media relations, I have come to realize that ethics as a moral philosophy is something that I shall have to deal with on a daily basis in my line of work because I will be constantly defending and recommending concepts of right and wrong to various people whom I work with very closely. That is because I now understand that every action I choose to take will result in certain positive or negative consequences for other people.