Mang. & Org. 8-11
Levels of organization
Artifacts
Beliefs and value
assumptions
How does culture develop?
Shared concepts of vision, mission, strategy and goals
Establish norms
Move from artifacts to values and assumption
How does culture develop?
The role of founders, organizational leaders, teams, cultural socialization
The role of founders on culture
Founders influence culture in various ways
-capacity to absorb the anxiety associated with risk
-assumption stick
-encouragement of innovation
Challenge to keep culture alive after founder dies
Role of organizational leaders
Leaders are role model for employees providing guidance about what is important, what is measured, and what is rewarded in the organization
Leaders play a principal role in reinforcing the culture
Role of team on culture
Teams directly impact culture by the manner in which they
-encounter big problems
-solve those problems
-perceive the efforts of their solutions
Socialization
Process of understanding how work gets done and how individuals should interact in an organization
Forms of cultural socialization
Formal statements of philosophy, creeds, or value
Design of physical spaces
Reward system and norms
Leaders reaction to critical incidents and crisis
Compliance
commitment to the firm based on a fair exchange, such as pay for service
Identification
Commitment to the firm based on a sense of belonging
Internalization
Commitment to the firm based on an alignment between the firm's value and individual values
Human capital as strategic advantages
Human resource practices should match the competitive strategy that a company pursues
-cost leadership strategy
-differentiation strategy focused on improving quality
-focused innovation strategy
Human capital
Matching HR practices with stage of growth & strategic direction, companies employ 3 strategies in acquiring human capital
Human resource planning
Recruiting talent
Selecting talent
Training & developing employees
Clarify the goals of the training
Identify training needs and audiences
Designing training curriculum
Deliver training
Assess effectiveness
Formal
often easier to measure results
Informal
Often can be more effective (because of the one on one nature of the training)
360 degree feedback-
Employees conduct a self assessment of key competencies and then compare their response to others in the organization including managers, peers, direct reports, and clients
Reward system: group based compensation-
Gain sharing- a team based compensation structure that rewards team based on the achievement of certain metric
Profit sharing- a team based compensation structure that shares rewards based on improvement in profitability
Survivor syndrome
become narrow-minded, self-absorb, resentful, or risk averse
Offshoring
outsourcing a business activity to a contractor in a foreign country
Labor cost savings are often the major incentive
The control cycle
Monitor the transformation process, ensuring that outputs are produced to the desired quality, quantity & specification of an organization and its customer
The 4 stage in the control cycles are:
1.)Identify measure
2.)Set targets
3.)Monitor performance
4.)Take corrective action
Identify Measure
Measurement serves a dual purpose
-assesses past performance
-guides future behavior
In business only 2 things can be observed, measured and monitored
-Behavior: Actions and decision of individuals employees
-Outputs: Products or services that an organization produces
Balance scorecard:
Perspective of business to help business translates strategy into action by identifying the critical measure that drives business success & linking long-term strategic goals with short term strategic goals with short term operational actions.
-financial, customer, business process, learning and growth
Steps in the benchmarking process
Identifying the process to benchmark
Choosing measurement criteria & collecting data
Finding the best companies for each process
Analyzing data
Creating a plan for improvement
The case for change
Reason for beginning a change initiative according to a survey of corporate leaders
To compete more effectively
To improve performance
To survive as a competitor