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Navigating Organizational Excellence: Insights into Management Dynamics

Explore the evolution of management, team dynamics, strategic planning, and organizational culture in today’s business environment. Learn how to effectively lead diverse teams and adapt to changing workplace landscapes.

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Navigating Organizational Excellence: Insights into Management Dynamics

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  1. Management • Process of working with and through others to effectively, efficiently, and ethically achieve organizational objectives in a changing environment • E : Did we attain the goal? • Focus: Attainment • E : How does the amount of resources used to attain the goal compare to what was gained? • Focus: Not wasting resources

  2. Organizational Behavior • The study of individuals and groups in organizations • It is interdisciplinary • Anthropology • Economics • Philosophy • Psychology • Sociology • Political Science • Skills for Business School Graduates (from AACSB) Leadership • Oral communication & presentation skills • Written communication • Planning and organizing • Information gathering and problem analysis • Decision making • Self-objectivity • Willingness and desire to lead others in new directions

  3. Management History • Pre-modern Era • Classical School • Industrial Revolution, Scientific Management, Division of Labor • Human Relations Movement • Theory X/Y, highlights employee needs, group dynamics, supportive supervision, etc. • TQM • Continuous improvement, 85-15 rule • Management Today

  4. Team Activity Compile a List • Identify the • most pressing issues or major changes facing organizations today • desired employee characteristics to address these issues

  5. Key Changes in the Business/ Competitive Environment • G • T • D • E • C • A

  6. The Employment ContractOLDNEW • Relationships --------------------------T • Employment --------------------------- E • Loyal employees ------------------ E • Pay for seniority ----------------------- P • Hierarchical promotions ----- L

  7. Strategic Planning • Step 1: Develop a _____________ and a _________ • _ : A broad statement of the organization’s purpose • _______: A long-term picture of what an organization wants to become • Step 2: SWOT Analysis • Evaluate ______________ competencies • Strengths and Weaknesses • Identify ______________ forces • Opportunities and Threats • Step 3: Reassess mission statement and vision • Step 4: Formulate the ______________(plans and quantifiable goals) to attain mission and vision • Step 5: Implement the ____________ • Step 6: _______________ toward attainment

  8. Cascading of Objectives Overall Organizational Objectives Organization Divisional Objectives Departmental Objectives Individual Objectives

  9. Organizational Culture • Taken-for-granted system of shared meanings, assumptions, and underlying values and beliefs that helps to determine how employees act • The “social glue” that binds organizational members together • Socialization • The process of bringing new people into the organization and teaching them the values, norms, and required behaviors. • Making _________ out of _____________ • Functions of culture • Helps identify an organizational identity • Increases collective commitment • Promotes stability of social system • Helps members make sense of their environment and shapes behavior

  10. Outcomes of Culture • EMPLOYEE • CUSTOMER • FINANCIAL

  11. Layers of Culture • Artifacts • Company logos, furniture/furniture arrangement, what’s on the walls, plaques, awards, dress, uniforms, machinery/ computers/technology, and a lack of any of these. • Norms • How do people interact with each other? With customers? Do people work alone, with one other person, in groups? How do people treat each other? Are there special ceremonies? • Values • What do they say is important? Where are resources spent? What’s rewarded? Artifacts Norms Values

  12. Organizational Culture: 3 Profiles • 3 Companies • UOP • A global petrochemical company • Von Maur • A department store located in the Midwest • Alligator Records • A small music publisher in Chicago • Describe the organizational culture at each company. • Identify many artifacts, at least three norms, and at least two values. • Discuss the “alignment” of the artifacts, norms, and values (i.e., how well do they support each other?) • How does each of the three companies “socialize” its new employees to fit its culture? • Are there any negative implications of the cultures?

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