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MGMT6002Assignment Two Brief Page 1 of 4
ASSESSMENT BRIEF
Subject Code and Title MGMT6012 Management Perspectives
Assessment Assignment Two: Management Research
Individual/Group Individual
Length 2000 Word Limit
Learning Outcomes
Understand the nature of naturally occurring data and
how this can be objectively analysed to inform your
practice and influence your behaviour
Analyse and discuss how the structure and characteristics
of organisations can influence and constrain managers
and their decision making
Identify the range of organisational stakeholders and
explain how managers can manage effective relationships
with them to motivate, manage and lead them to a
preferred decision outcome
Apply a range of techniques and strategies to
communicate effectively to a culturally diverse range of
stakeholders
Submission By 23:59 (SYD time) Friday of the end of Module 6
Weighting 60%
Total Marks 60 marks
Context:
The assessment suite in this subject is designed to provide students with a framework to
understand organisational behavior and the dynamics of the business environment. The
assessment suite aims to equip students with the necessary skills to understand the
constraints managers and emerging leaders face in developing strategies to leverage
advantages and overcome constraints and barriers in organisations.
Instructions:
Students will will create a SWOT Analysis on themselves and reflect on their current status as
a manager. Students will then comment on their fit with the organisation identified in
Assessment One. The second assignment should include:
assessment of personal strengths and weaknesses as viewed by self and others.
Students will need to complete a minimum of three self-assessment tools and refer
to these results in their SWOT Analysis;
MGMT6002 Assignment Two Brief Page 2 of 4
feedback received from other people you have been associated with. Feedback is
considered naturally occurring data and includes conversations, emails, formal
references and performance appraisals. You will need to reflect on who is providing
the feedback and how you appear to be progressing;
a discussion of the opportunities and threats that will impact on your management
journey, including self-development for continuous improvement;
integration of theory and concepts from the subject, in particular Modules 2-6,
including an assessment of your communication, values and ethics, experience with
managing diversity, experience with networking and working collaboratively, your
ability to give and receive feedback, your ability to influence others and your
capacity to be a leader now and in the future;
a critical assessment of how you are placed or misplaced within the chosen
organisation from Assessment One; and whether or not you see a future at this
organisation.
The word limit for this report is 2,000. The total word count excludes the following sections:
title page, executive summary, table of contents, references list, appendices, citations,
tables and graphs. Students should submit one file through Turnitin. Please review the
Turnitin percentage carefully to confirm that the total percentage does not exceed 25% as
well as any single source does not account for more than 5%.
There are a number of forms the report could take. The exact form of the report will
depend on the additional research the student will undertake; students should aim for the
demonstration of deep learning, founded on reflection, rather than on getting any aspect of
the brief ‘right.’
Students should commence this assignment early, keep regular backups and ensure they
submit the correct, final version. Students should use this brief as the instruction set for the
assignment requirements. Additionally, the rubric below can be used to describe what
unacceptable, functional, proficient, advanced and exceptional assignments might look like
according to the criteria in the leftmost column of each row.
As this is a Masters level subject, students are expected to engage with high-quality
academic journal articles, using the Torrens University Library. Textbooks, Wikipedia and, in
general, anything that can be obtained through an open Google search page are considered
supplementary material.
Students should begin their reflection, if they have not already previously done it, by
undertaking some of the readily available online self-assessment tools. Your facilitator will
provide some examples including the Gallup Strengths Finder Assessment tool and the
Myers-Briggs Personality Type Indicator test.
MGMT6012 Assignment Two Brief Page 3 of 4
Learning Rubrics
There are numerous ways to interpret the assessment brief. This rubric should not be used as a prescription or tick-the-box list of
requirements but as a description of an amalgam of several possible interpretations and the standards they might take. The assessment will
be graded holistically, based on the criteria in the leftmost column. Your interpretation may not match the rubric exactly as you may extend
the requirements, using your initiative to demonstrate your mastery of the subject matter. Additionally, you may demonstrate elements
described in the Advanced column and still be graded ‘Functional’ for one or more of the criteria (the reverse trend is also possible). Higher
performing submissions will depend on wider reading, rather than on the rubric verbatim.
Assessment
Attributes
Fail
(Unacceptable)
Pass
(Functional)
Credit
(Proficient)
Distinction
(Advanced)
High Distinction
(Exceptional)
Methodology and
Data Sources
20%
Little or no appreciation for
the role of methodology in
undertaking a self-
reflection.
Demonstration of role
of methodology but
has confused methods
or has provided a
cursory or incomplete
account of the
employed
methodology.
Good demonstration
of research
methodology including
use of self-assessment
tools and feedback
from others.
Needs further
consideration of the
role that methodology
plays to as to make it
more prominent in the
report.
Excellent demonstration of
methodology including self-
assessment tools and
feedback from others.
A complete account of
methodology is provided,
which appropriately
contextualises the report.
Exceptional demonstration of
methodology and a model answer
provided.
Assessment of
strengths and
weaknesses,
opportunities and
threats
30%
Neglects one or more
elements of a SWOT
analysis.
Completes all elements
of a SWOT analysis in
table format only.
Completes all elements
of the SWOT analysis
including discussion of
the key findings.
Elaborates all elements of the
SWOT analysis with reference
to theories and concepts from
the subject. Explores
relationships between the
different elements.
Demonstrates a sophisticated
understanding of each element of
the SWOT analysis and has a clear
understanding of their
relationships and contribution to
effective management.
MGMT6012 Assignment Two Brief Page 4 of 4
Assessment
Attributes
Fail
(Unacceptable)
Pass
(Functional)
Credit
(Proficient)
Distinction
(Advanced)
High Distinction
(Exceptional)
Consciousness of
diversity in the case
study
10%
Ignores culture difference
in the report. Fails to
identify own cultural filters
and their impact on
thinking processes.
Recognises cultural
differences. Identifies
cultural filters and
impact on own
thinking processes.
Identifies, analyses and
addresses diversity and
workplace issues.
Elaborates cultural
norms, values and
frameworks.
Demonstrates an
understanding of elements
important to the history,
values, politics, economy,
beliefs and practices of
members of other cultures.
Skillfully interprets intercultural
factors from the perspectives of
own and other worldviews.
Effective
Communication
30%
Difficult to understand for
audience, no logical/clear
structure, poor flow of
ideas, argument lacks
supporting evidence.
Audience cannot follow the
line of reasoning. Has little
command of organisational
features. Uses some
cohesive devices but these
may be inaccurate or
repetitive.
Information,
arguments and
evidence are
presented in a way
that is not always clear
and logical. Line of
reasoning is often
difficult to follow. May
not always use
referencing clearly or
appropriately.
Information,
arguments and
evidence are well
presented, mostly
clear flow of ideas and
arguments. Line of
reasoning is easy to
follow. Manages all
aspects of cohesion
well.
Information, arguments and
evidence are very well
presented; the presentation is
logical, clear and well
supported by evidence.
Demonstrates cultural
sensitivity. Skillfully manages
cohesion and paragraphing.
Expertly presented; the
presentation is logical, persuasive,
and well supported by evidence,
demonstrating a clear flow of ideas
and arguments. Engages and
sustains audience’s interest in the
topic, demonstrates high levels of
cultural sensitivity. Uses a wide
range of structures with flexibility
and accuracy demonstrating a
sophisticated control of lexical
features.
Correct citation of key
resources and evidence
10%
Demonstrates inconsistent
use of good quality,
credible and relevant
resources to support and
develop ideas.
Demonstrates use of
credible and relevant
resources to support
and develop ideas, but
these are not always
explicit or well
developed.
Demonstrates use of
high quality, credible
and relevant resources
to support and develop
ideas.
Demonstrates use of good
quality, credible and relevant
resources to support and
develop arguments and
statements.
Shows evidence of wide scope
within the organisation for
sourcing evidence.
Demonstrates use of high-quality,
credible and relevant resources to
support and develop arguments
and position statements.
Shows evidence of wide scope
within and without the
organisation for sourcing evidence.
0
1
MGMT6012
Case Study:
Coles Supermarket
Executive Summary
The Coles supermarket is the leading retail stores in Australia and has been one of the biggest organisations in Australia. The enriched quality the company maintains around the country has made the company to establish a monopoly over retail stores by owning several other brands and retails. The methodology for the report would be content analysis, where all the data from different sources will be collected and analysed accordingly. The purpose of the report is to implement the style of Management and its theories. Moreover, the report would involve regarding the problems that exist in the company and what solutions can be drafted for it.
Table of Contents
Introduction – Coles Supermarket 4
Methodology 5
Management Style 6
Theories that can implemented in the Coles Supermarket 8
Total Quality Management (TQM): 8
Balanced Scorecard: 9
Moral Values 10
Recommendations 12
Support of Researchers 13
Appendices 15
References 16
Introduction – Coles Supermarket
Year
Profit
Before Income and Tax
2017
1668.2 million
2018
1466.7 million
2019
1479.4 million
Coles Supermarket is one of the largest retail stores in Australia, starting its roots from Melbourne since 1914. It also provides customer services and wholly owned by the Coles group, although it involved a lot of changes in decision making. Coles Supermarket’s biggest competitor is Woolworths and together they are contributing to the 80% sales through retail stores in Australia. Coles tend to offer home delivery and online orders in order to increase their customers. Moreover, Coles Group hold several other brands under their subsidiary. There are exactly 807 retail stores, inclusive the branding Bi-LO supermarket which also comes under their category. An interesting fact that exists, only Coles Supermarket have over 100,000 employees. That is the 0.4% of the Australian population just work for this retail store. The profit earning is shown in the
Chart 1.1
Chart 1.1
Reason why I have chosen this company is mainly because of the hugeness of the organisation as it involves large number of employees. Moreover, this company has a vast network of suppliers, customers, transportation parties and clients who are connected to this retail giant. Furthermore, it also provides enough ethical concepts as the company has been building itself for better sustainability. The Coles Group just having the supermarket under them as a subsidiary would create a lot of opportunity for more research on how they can improve their efficiency. The Coles Supermarket have also been involved in legal suits and cases in past. It would require thorough research on how such legalities can be related to the ethical modules. Moreover, the requirements of Coles Supermarket can be taken as an Agile Organisation which tend to stay more balanced and proactive to changes.
Methodology
In order to get and reserve the data for report, several sources can be used for more acquisition. Considering their network system is integrated in Australia, it gives out more opportunity to collect information regarding different approaches that Coles use. Regarding all the statistical information, the sources used will be the company’s annual reports which are available on their websites. Moreover, the Bureau of statistics can also be referred for sales reports. Regarding the ethical and legalities, their website includes all the activities being performed in the Corporate Social Responsibility. The organisations work in very different ways and how they practice diversity is also a concern for Australian norms and achievements. Theories of organisation can be referred through research articles of respectable and reputable journal in Management and Business studies. For example; Academy of Management Journal, Journal of Business View and Journal of International Management are those who will provide enough explanation regarding how organisational theories can be implemented in the Coles Supermarket.
The technique that will be used in regards to the implementation of all the data will be content analysis. As the report is based on the qualitative approach and involves the process of acquiring all the qualitative data and present the findings through the application of such approach and theories used. Content analysis helps to differentiate given data and segregates into different solution for each problem. It requires a thorough study of the methodology that will be used, including website data, statistical data and data from management journals. The support of qualitative data can only be given through the analysis of content analysis.
Table 1.1
Characteristics
Qualitative Research
Research Approach
Inductive Reasoning and Questions (if applicable)
Research Tradition
Naturalist or Humanist
Objective
Capture meanings, emphasis, and themes of messages to understand the organisation and process how they are presented
Data: Nature
Syntactic, Semantic or pragmatic categories
Management Style
For Coles Supermarket, Morgan’s image of Organisation can be implemented because the structure follows such concept.
·
Brain: The Senior Management or Coles Group itself
· Organism: The Coles Supermarket itself and how it operates
· Culture: Working for customer base and the concept of “Customer is King”
· Political System: Not affiliated with Australian or Global politics.
· Physic Prison: Coles Supermarket employees can be involved in doing subconscious acts but which are not desirable by them.
· Flux: The flow of environment for Coles revolve around the fact that how its competitors are behaving in the market.
· Instrument of Domination: The overall market share that the Coles Supermarket has around the country is astonishing by giving employment to at least 100,000 people of the country.
· Machine: The big machine that runs for Coles Supermarket is the entire network of Supply Chain and employee management system.
The overall management style that the organisations adopt is according to their core competency and how it can attract more customers and eventually satisfy them. Regarding the Coles Supermarket system, it is necessary to adopt certain levels of management theories in order to improve their situation. The problem which has been found since past several years inside the Coles, is regarding their supplier management. In the industry of Supermarkets, it is very necessary to develop strong connections with suppliers.
Theories that can be implemented in the Coles Supermarket
In order to cater such problems, there are two main theories that can implemented in the Coles Supermarket:
·
Total Quality Management (TQM): A theory introduced in 1980s according to the environment industries which required more serviceability in order to decrease their chances of failures. For Coles Supermarket it is necessary to develop an interest in such theory. Why is that? Because TQM approach argues about improving quality on levels of management. (Carlsson, 1993) Moreover, it pushes the organisation to go for integration at each level and create a positive environment towards goals. So, for Coles Supermarket the concept of TQM can work out in order to integrate themselves with the large network of their suppliers and to reduce the chances of failures. This would also positively put impact on the suppliers’ reliability and procedures. For further involvement a House of Quality function can also be used in order to for better TQM.
The Figure shows an example of House of Quality. (
figure 1.1)
Figure 1.1
· Balanced Scorecard: This concept is used in order to measure the impact of non-financial activities on the financial activities. In order to create an integral solution of knowing how financial activities can be affected by non-financial activities, such concept is used. For Coles Supermarket this can be very necessary as they can categorise their supplier relations and how it is affecting them and bend them on financial basis. This would show the company what specific features in supplier relationship is negatively affecting the company and how it is being reflected on the financial books and eventually the profits margin.
Figure 1.2
Moral Values
Regarding the ethical standards of Coles Supermarket, it has been considered as stable and efficient towards handling their all code of conduct. According to their code of conduct, Coles Supermarket and the group eventually focuses on Ethical and Responsible sourcing. They tend to remain more careful in selecting their suppliers, integrating them and handling logistics of all the organisation. According to their website, “In 2016, Coles was the first major Australian supermarket chain to adopt the Supplier Ethical Data Exchange (Sedex), a global ethical supply chain management platform.” (Supermarket, 2020)
Along with such ethical responsibilities, they have also introduced several promotions, charitable work and introduced donations section for children who cannot afford to go to school. Recently, as the bushes fire captured whole Australia in awe, Coles Supermarket stepped up with donations for the wildlife that was affected by forest fire. Furthermore, they also protect Supply Chain process and keep introducing the policies in order to have a sustainable practice. With the handling of retail stores and extreme high-end measures that are introduced in the Australian market, it is necessary to have such measures. (evolution, 2019)
Finally, With the increasing globalisation in Australia and how many nationalities have been working there, it is necessary for such retail market to introduce the diversity programs and have the involvement in every kind of personal at each level according to their competency. (Ritala & Hurmelinna-Laukkanen, 2013) These measures not only help the diverse people of the organisation but also create a sense of achievement in the industry. Such practices also improve the picture portrayed and create a benefit for the corporate social responsibility department. (Zuzul, 2019) Such measures help the companies cater their financial problems through satisfying stakeholders. Many countries are not adopting diversity and that must be the big reason why the globalization is not working as strong as it should. Australia can take a lead in such market where more capable people would end up working for the Australian organisations and Coles Supermarket would help in this regard to a greater extent. Since 1975 there has been several laws that were introduced in regards to remove and curb unethical practices like discrimination. Those acts are:
• Racial Discrimination Act, 1975
• Sex Discrimination Act, 1984
• Disability Discrimination Act, 1992
• Age Discrimination Act, 2004
• Fair Work Act, 2009
In regards to the diversity being discussed, it is important to give the representation to female as well. Women tend to be nurturing and caring, which can be implemented to customer level as well as for Human resource practices. The empathetic nature of women can make the organisation more ethical toward many decision and eventually Coles Supermarket will face the benefits from such measures. In order to implement such measures, it is necessary to give equal opportunity to males and females both, so both can show their true qualities.
Recommendations
After the thorough discussions above, Coles Supermarket can be recommended on how to improve their situation for more possible profit margins.
· For the Supplier issue (biggest problem that follows Coles Supermarket) several things can be done. A proper supplier relationship cell to be developed under the procurement department. At that section their entire focus would be to integrate themselves with the suppliers for long term growths.
· Moreover, such large organisation involves proper management. For that, the Coles supermarket should segregate its work into more departments for better handling of process and product orientation.
· To introducing more operations and diversifying business, the Coles Supermarket could always enter into new markets for new products. This way they would stay more connected to their customers at every step. Diversifying the business would always end up well for the organisation considering the strategy is implemented. (Schubert & Tavassoli, 2020) The differentiations attract a bucket of customers because of the existing brand name. For Coles Supermarket, it would be great if they enter for frozen products and produce them on large scale. The selling problem would not exist because of their platform involved as a retail store.
•One other aspect for the Coles Supermarket is about having proper communication channels throughout the levels of organisation. Removing the barriers of communications; Culture, language, physiological, relational and situational, would put a positive impact on the Coles standards. This encourages employees to share the useful knowledge which can be traced to Senior Management and proper decisions can be taken.
Support of Researchers
Separate arguments are supported as follow:
· For the supplier relationship management, many authors and researchers have argued about how organisation fail to implement proper supplier relationship system and few realise the actual importance of such practices. It can not only create better financial profit but also helps the Supply Chain procedures. (Jiang, Tao, & Santoro, 2010)
· The rising diversity issue around the globe can be catered by consideration of organisation accepting the reality and giving merit-based chance to all of their employees. Researchers support the concept of adapting diversity and that would create more environmental friendly culture. (Chai-AunOoia, Hooya, Puad, & Som, 2015)
· The Corporate Social Responsibility is the major strongholds in the stakeholder relations for organisation. (LINS, SERVAES, & TAMAYO, 2017)The effect of Corporate Social Responsibility indirectly effects the stock prices and parts in shares because that is how investment is seen. (Dagnino, Guardo, & Padula, 2012) Slight scandals can lead towards a great way of dealing out the aspects of bad habits that companies should not get involved in.
· For the diversification strategy it is necessary for the organisation to know the markets and products before entering in it. (Lauring & Villesèche, 2017) Many big scale organisations have made mistakes while entering the unfamiliar markets which has resulted in the heavy losses for the company (Wang, Wan, & Yiu, 2019) All that can be achieved under most of the circumstance that have been adapted in the entire organisations. Coles Supermarket should take special care for adapting such strategies.
Appendices
Chart 1.1. The data about the profit earnings before Income and Tax were taken from the Coles Supermarket Official Annual reports of year 2017, 2018 and 2019.
Table 1.1 Information taken from the article, “Content Analysis or Reference: Adjunct or Alternative to Citation Counting by Daryl E. Chubin and Soumyo D. Moitra (1975).
Figure 1.1 House of Quality was first used by Mitsubishi’s Kobe shipyard site (1972)
Figure 1.2 The Balance Scorecard: Measures that drive Performance by Robert S. Kaplan (1992)
References
Carlsson, M. H. (1993). Consistency in quality—A baseline for achieving total quality management. Quality and Reliability Engineering International.
Chai-AunOoia, Hooya, C.-W., Puad, A., & Som, M. (2015). Diversity in human and social capital: Empirical evidence from Asian tourism firms in corporate board composition. Science Direct, 139-153.
Dagnino, Guardo, D., & Padula. (2012). Coopetition: Nature, challenges, and implications for firms’ strategic behavior and managerial mindset. Academy Journal of Management , 492-511.
evolution, C. o. (2019). Rajshree Agarwal ; Serguey Braguinsky ; Atsushi Ohyama. Strategic Management Journal.
Jiang, R. J., Tao, Q. T., & Santoro, M. D. (2010). Alliance portfolio diversity and firm performance. Strategic Management Jounral, 1136-1144.
Lauring, J., & Villesèche, F. (2017). The Performance of Gender Diverse Teams: What Is the Relation between Diversity Attitudes and Degree of Diversity? European Management Review.
LINS, K. V., SERVAES, H., & TAMAYO, A. (2017). Social Capital, Trust, and Firm Performance: The Value of Corporate Social Responsibility during the Financial Crisis. Wiley Online Library , 1785-1824.
Ritala, & Hurmelinna-Laukkanen. (2013). Incremental and radical innovation in coopetition– The role of absorptive capacity and appropriability. . Journal of Product Innovation Management, 159-164.
Schubert, T., & Tavassoli, S. (2020). Product Innovation and Educational Diversity in Top and Middle Management Teams . Academy of Management Journal.
Supermarket, C. (2020). Online Website. www.coles.com.au.
Wang, X. A., Wan, W. P., & Yiu, D. W. (2019). Product diversification strategy, business group affiliation, and IPO underpricing: A study of Chinese firms. Wiley Online Library , 179-198.
Zuzul, T. W. (2019). “Matter Battles”: Cognitive Representations, Boundary Objects, and the Failure of Collaboration in Two Smart Cities. Academy of Management Journal.
Profit
Sales 2017 2018 2019 1668.2 1466.7 1479.4
1
Assessment Two Questions
Review last week
Additional Reading – Discovering your Authentic Leadership
Module 5 Readings
Learning Activities x 2 – Feedback
Module 5 – The Individual in the Organisation
You will need to:
Conduct a SWOT Analysis on yourself
Complete at least two self-assessment tools including Gallup StrengthsFinder
Include naturally occurring data about yourself, for example feedback from others
Submit a final report including:
– Introduction (who you are and what has got you to this point)
– Research Methodology (20%)
– SWOT Analysis (30%)
– Diversity (20%)
– Organisational Fit (your fit with the organisation from Assignment One)
– Conclusion (where to now)
The final 30% is allocated to communication – how you communicate and present the report.
Assignment Two – Self Reflection
Trust is the foundation of a positive culture and, in essence, defines healthy workplaces. Trust in the workplace leads to a sense of commitment and pride, increased engagement in exploring new ideas, a willingness to speak up about problems and suggest changes, and a greater sensitivity to others’ words and ideas.
Being authentic and ethical in how you conduct yourself in your workplace is fundamental to establishing trust. Trust is the foundation stone of all your working relationships. If people don’t trust you, they won’t want to work for you, with you or manage you.
This module will help you:
Identify your core values that underpin your authentic self as a leader
Reflect on feedback, how you give it, receive it and respond to it
Gain critical insight to yourself as an individual in your organisation
Module 5 – Last Week
Last week – Discovering your Authentic Leadership
Learning from your life story
Knowing your Authentic Self
Practicing your Values and Principles
Balancing your Extrinsic and Intrinsic Motivations
Building your Support Team
Integrating your Life by Staying Grounded
Empowering people to lead
Examples of Authentic Leaders @ Google
Martin Luther King, Jr., leader of the Civil Rights Movement
Sam Palmisano, former CEO of IBM
Oprah Winfrey, actress, former television show host
Jack Welch, former CEO of GE
Anne Mulcahy, former CEO of Xerox
Steve Jobs, former CEO of Apple
Eleanor Roosevelt, former First Lady
Warren Buffett, investor, CEO of Berkshire Hathaway
Check out: https://
www.allbusiness.com/authentic-leaders-great-leaders-are-you-17931-1.html
Feedback….
This is important in a high performance culture where results are measured every week, both internally and externally.
Feedback from people you work with and close to you is another example of naturally occurring data. It is far easier to criticise someone than it is to compliment them. Criticism is ‘weakness-based’ feedback and we should try to focus on ‘strengths-based’ feedback where possible.
How do you give and get feedback in your organisation?
To what extent is feedback naturally occurring data for you?
Do you think the feedback you are getting is justified?
How can you improve your personal insight?
Some companies use the Stop, Keep, Start technique (SKS) to ensure employees are receiving feedback throughout the year.
Refer to the handout: Three Questions for Effective Feedback
You can apply this model to yourself or you can use it to provide feedback to others, including your lecturer.
Feedback…
Impact of Authentic Leadership on Performance: Role of followers’ positive psychological capital and relational processes
The study examines the role of the follower in the authentic leadership process.
Authentic Leadership is defined as “a positive, genuine, transparent, ethical form of leadership that contributes to organisational leadership”.
Authentic leaders share the information needed to make decisions, accept others inputs, and disclose their personal values, motives and sentiments.
The effect of the authentic leader on the followers will depend on the follower’s psychological capital – their hope, efficacy, resilience and optimism. These resources have been found to directly influence attitudes, behaviours and performance.
Impact of Authentic Leadership on Performance: Role of followers’ positive psychological capital and relational processes
Authentic
Leadership
Leader-Member
Exchange
Follower Performance
Psychological Capital
Impact of Authentic Leadership on Performance: Role of followers’ positive psychological capital and relational processes
It was found that the relationship between the leader and follower performance is greater among followers with a low psychological capital.
This suggests that not all followers are receptive to authentic leadership and the exchange relationship will have a reduced impact on the performance of some staff.
Authentic Leaders may want to expend more effort on developing followers with less positive psychological capital to achieve greater performance.
Authentic Leadership: An Empirical test of its antecedents, consequences and mediating mechanisms
This study found that authentic leaders have both self-knowledge (values and beliefs) and self-consistency (demonstrate consistency between their values, beliefs and actions).
This in turn had a positive effect on followers satisfaction with the leader, organisational commitment and extra-effort.
The study also found that authentic leadership had an impact at group-level, and positively enhanced team effectiveness.
Finally, the study provided evidence on how authentic leaders achieved these positive effects on followers. It was the predictability of the leader that created trust and facilitated positive work attitudes.
Doing Well by Doing Good? Analysing the relationship between CEO Ethical Performance & Firm Performance
Business ethics and firm profitability are traditionally seen as opponents.
The majority of CEO’s in the UK prioritise financial gains over ethical considerations. Many believe they need to decide between doing good and doing well.
Employees, customers and shareholders now expect ethical values to be at the heart of business decisions.
Are there certain conditions under which CEO ethical leadership and firm performance can harmonise well?
Doing Well by Doing Good? Analysing the relationship
between CEO Ethical Performance & Firm Performance
CEO Ethical Leadership includes the following:
People Orientation – treating people with dignity and respect, being compassionate, altruistic, supporting others and not violating their rights.
Integrity – alignment between words and deeds, trustworthiness, and their ability to determine and engage in morally right behavior.
Fairness – principled decision-making, equal access to information and no practice of favoritism or discrimination.
Responsibility – long term focus on organisational success, valuing sustainable relationships with business partners and being concerned about the community/environment.
Moderation – being temperate and considerate, not always the centre of attention, and finding the balance between extreme ideas, behaviours, decisions and goals.
Doing Well by Doing Good? Analysing the relationship
between CEO Ethical Performance & Firm Performance
The authors suggest two things are required for ethical and firm performance:
CEOs require a strong personal integrity that puts ethics at the centre of their decision-making; they demonstrate responsible leadership that creates shared ethical values and builds an ethical culture at the organisational heart. In large organisations CEO’s need to be able to communicate this so that the message cascades to all employees.
Because some cultural and ethical signals can be vague and intangible, they need to be supported by formal elements – a corporate ethics program that comprises documented, standardised and tangible policies and procedures, training courses, official communication materials, monitoring, formal reward and sanctioning systems.
Doing Well by Doing Good? Analysing the relationship
between CEO Ethical Performance & Firm Performance
CEO Ethical
Leadership
Organisational ethical culture
Firm
Performance
Corporate ethics program
Doing Well by Doing Good? Analysing the relationship
between CEO Ethical Performance & Firm Performance
With both conditions in place it is expected that that we will see a change in behavior – pro-social behavior, increased employee productivity and reduced employee deviance.
This will foster trust internally and externally, develop loyalty in customers, positively increase sales and contribute to a heightened organisational performance.
As the ethical reputation builds the organisation is more likely to develop long term and resilient relationships with business partners which may lead to increased willingness for negotiation, lower prices and reduced costs.
Leadership Development:
Education, Emancipation, Expectations and Ethics
This paper was written by a consultant who has been invited to develop leaders across multiple industries – manufacturing, healthcare, mental health, banking and education.
The writer agrees that individuals must “become cognisant of their own values, develop greater self-awareness and an ability to continuously learn, think, and act creatively and strategically”.
Leadership Development however should go beyond the individual leader and address the collective – we need to enhance individual effectiveness but also build relationships, coordinate actions, and extend and strengthen the social network.
Leadership Development:
Education, Emancipation, Expectations and Ethics
The consultant uses Action Learning to develop the collective.
Action Learning is collaborative in nature and a model of experiential learning. Participants learn by incorporating knowledge with inquiry, action and insight. They engage with real issues, attempt to uncover all aspects of the issue, and explore resolutions through action and reflection. The focus on the group dynamic encourages critical reflection and learning.
Participants understand that this process is participatory, and will take 1-2 years.
As confidentiality and trust are built members become more comfortable with sharing and begin to collaborate with one another to resolve their issues at hand.
Leadership Development:
Education, Emancipation, Expectations and Ethics
Other outcomes:
Participants begin to understand the concepts of leadership, change, group dynamics, effective communication and conflict management;
There were obvious signs of change in behavior including participatory decision making and better management of meetings;
Participants reported increased connectedness and better communication across departments and locations;
As participants became more aware of empowerment and collaborative leadership they also became aware of the gap between what they were learning and the actions of the executive team.
Leadership Development:
Education, Emancipation, Expectations and Ethics.
When deciding to implement a Leadership Development program that includes action learning the organisation must also be prepared to discuss any political or ethical concerns – culture, trust, honesty and competency of the executives will all be raised at some stage.
These issues need to be addressed but also may be quite detrimental to morale, and possibly negate any developmental efforts. There may be examples of positive change but we may also see rebellion, cynicism, disengagement or even departure.
Participants at all levels need to understand that the leadership development process may affect existing power structures and hierarchies – those in power must be comfortable and willing to share it.
Authentic Leaders….
Many leadership development sessions are ‘jammed’ into 3-4 days, starting with presentations (to share knowledge), incorporating ice breakers (to develop trust), include group work (to foster collaboration) and have some type of feedback mechanism.
Have you been involved in any development sessions?
Did you find them beneficial – was their change in behaviour?
Did you learn anything about yourself?
Was there an opportunity to provide feedback to others?
Group Discussion
The Individual in the Organization
Values, Beliefs, and Leadership
Values…
What comes to your mind?
Do these values hold any weight at all or are they meaningless words stuck on the walls of your office space?
Are there any alignment between your values and the actions of your organisation?
What are values?
Values are beliefs around actions or choices that individuals make (consciously or unconsciously) about what is good or bad, worthy or not worthy, important or not important.
They for the basis of individual ethics
They are the foundation of one’s judgements
When taken to an organizational or corporate level, these beliefs become organizational values.
When accepted by people or organizations (or both) that sit within a certain profession or industry, these beliefs become professional values or industry values.
In a perfect world, these sets of values should align.
Personal values can be…
Non-negotiable: These are the values that you consider so important or essential that you do not bend, compromise, or surrender. These are also, sometimes called, Governing Values or Core Values.
Note: Non-negotiable values are not the same as beliefs.
Anything that changes your values, changes you behavior.
Negotiable: These are values that you consider important, but your are willing to accept compromises when they are challenged or difficult to sustain under certain conditions.
Using values to resolve problems
What are your own core values? Take a pen and paper…
Empty your mind of all preconceptions and biases
Create a list of your personal values
Remember a positive peak experience in your life that stands out. What was happening to you? What was going on? What were the ideas going on in your head?
Remember a time when you were angry, frustrated or upset. What was happening to you? What was going on? What was going on in your head?
From these experiences, what ideas stood out?
What are your own core values? Take a pen and paper…
What is most important in your life beyond the basic human needs? (Hint: Without them, life seems to be incomplete).
What are essential to your life?
What defines you as you?
What do you consider non-negotiable and what do you consider negotiable?
When you have made a list of your top 5 to 10 values, rank them from top to bottom in order of importance to you.
Now, validate your list.
If someone else were to challenge the values in this list, how would you react?
What do others tell you about you? Do they agree with what is on your list or not?
Organizational Values
Organizational values guide your organization’s thinking and actions.
They provide the basis for judgements about what is important for the organization to succeed in its core business.
Your organizational values are your corporate culture.
Organisational values
Organizational values are abstract concepts.
In order to understand and identify the values of an organization and to gauge their influence on the company, managers must carefully examine how that organization operates.
While it may be helpful to listen to people describe what they believe the values of the organization are, it is far better to observe those people in their day-to-day activities.
Organisational Values…
Note how employees spend their time, how they communicate within the organization and how they go about their daily job responsibilities and tasks.
Although values are often difficult to define, they are usually revealed by employees’ actions and thinking, how they set their priorities, and how they allocate their time and energy. An employee’s actions are more revealing than their words.
Dimensions of organizational values
Prosocial dimension – How does the organisation view the wider society’s values and beliefs?; of 6 types: altruistic, compliant, emotional, public, anonymous and dire; out of all altruism is that prosocial behaviour that is selflessly motivated
Market dimension – How does the organisation view its clients, partners, competitors, and other stakeholders?
Dimensions of organisational values
Financial dimension – How does the organisation view the concept of a bottom line, and how does it steward its capital and other resources?
Achievement dimension – How does the organisation view the nature of public acclaim, recognition, and the nature of performance excellence?
Artistic dimension – How does the organisation view creativity and independent thinking?
Organisational Culture Profile (OCP)
Detail Oriented- 4 Seasons Hotel
Innovative – 3M
Aggressive- Stratasys
Outcome-oriented- Re/Max real estate
Stable- Kraft foods
People-oriented – Telstra, Australia Post, Channel 9, Foxtel, ANZ, NAB, Westpac
Team-oriented
Dimensions of organizational values
Define what matters
Staff and employees will be most connected with the organization if the organization’s values reflect their own.
Actions are louder than words
Organizational values should be demonstrated by everyone on the organization.
Use dimensions to frame and understand the values
Competencies should go beyond the technical and professional and should include the concept of a cultural fit and behavioral factors.
The link between organizational values and individual values
Values Mapping
Core organizational values
Individual values
Ethical principles
Social values
Organizational vs individual values
Going back to your list in the previous exercise, ask yourself what your organization considers its values.
Your individual values define your view of ethics.
What your organization claims as its values on paper do not always reflect what is done in practice (Stated values vs Operational values).
Organisational Vs Individual Values
Do the values of the organization (especially what your organization actually practices) align with yours?
What would you do if they do not?
Ultimately, where there is a conflict between what an individual believes in and the organization’s values there are only three realistic choices…
Organizational vs individual values
What are the three realistic choices?
Fight it: The individual stands up for his or her beliefs, and possibly loses his or her job, because he or she refuses to engage in actions that he/she thinks are wrong.
Deny it: The individual compromises on his or her beliefs by turning a blind eye to what he or she believes is wrong and tries and/or avoids doing anything which makes him or her feel too guilty.
Change it: The individual tries to influence the organization to change its values or behaviour.
Have you ever had to make any of these choices?
Organizational vs individual values
Four ways to resolve differences in values:
Ignore it – Effective for small problems that are almost irrelevant
Address it – This requires honest dialogue and openness
Negotiate around it – Finding creative solutions could be the key
Mediate through it – Follow a process where a third party could facilitate a mutually agreed solution
What about this:
https://
www.youtube.com/watch?v=SSJoHTBcpXE
What would you have done if you were the police officer, and why?
Conflicts of Interest (A related subject)
Conflicts of interest: A conflict of interest refers to a conflict between someone’s private interest and their official duty or company role.
https://
www.youtube.com/watch?v=UH5r3EoM9cc
Two types:
Actual conflict of interest
Apparent conflict of interest
Discussion time…..
Can a difference between individual values and organizational values be a conflict of interest or lead to a conflict of interest?
Leadership and Influence
Module 6
What is leadership?
Capacity to influence people
Is a subset of power
Is where the leader knows the way and the others follow the leader.
Leaders do not create followers they create more leaders
The greatest gift of leadership is a boss who wants you to be successful – Jon Taffer
A truly great boss is hard to find, difficult to leave and impossible to forget!
Leadership….
To build a strong team, you must see someone else’s strength as a complement to your weakness, not as a threat to your position or authority – Christine Caine
Leaders possess the following:
Radiate positive energy – passionate, motivating
Proactive attitude – focus on solving the problem
Delegate task completely – delegate tasks but hold on to their areas of expertise
Approachable- available to talk
Do what they expect of others- place same expectations on yourself as on others
Leaders possess the following
Accountability – take responsibility for their actions
Decisive – confident in their decision making
Virtues of a leader:
Service with humility
Commitment to institutions
Quality of a leaders’ legacy
Leadership through influence
The brain only validates what the heart believes
Intellect and emotional intelligence are equally important
Leading by example is a good example of leading through influence.
Leadership through influence
Guide questions:
How well do you know the people you want to influence?
Are you liked by the people you want to influence?
Are you committed to the people you want to influence?
Are the people you want to influence committed to you?
Are you strong, focused and a good example to those you want to influence?
Conducting yourself as a leader….
Understand the environment
Be brave
How you treat people whom you lead is important
Never lose sight of people around you
Never let bureaucracy challenge you
Empower people but make yourself indispensable
Dream really high
Conducting yourself as a leader..
Remember Machiavelli’s are not really intelligent, they are manipulative who will get the dirty job done through others
Do the straight talk if you want to say something
Do not be scared to lead and lead from behind
Be who you are, one can take that away from you
( the above points were discussed by Mr Paul Broad, CEO of Snowy Hydro Electric)
Niccolo Machiavelli (1469 – 1527)
What do you think of this?
It is better to be feared than loved, if you cannot be both.
In other words, coercive power is preferable to referent power if you can only exercise one or the other.
The first method for estimating the intelligence of a ruler is to look at the men he has around him.
Taken from ‘The Prince’ by Niccolo Machiavelli
The Prince…..
Machiavelli recommends the following character and behavior for a prince:
It is better to be stingy than generous.
It is better to be cruel than merciful.
It is better to break promises if keeping them would be against one’s interests.
Know your surroundings
Have a strong military
Prowess and fortune are the 2 ways a Prince can come to power; while fortune is ‘luck’, prowess is ‘talent’
The Prince…
Princes must avoid making themselves hated and despised; the goodwill of the people is a better defense than any fortress.
Princes should undertake great projects to enhance their reputation.
Princes should choose wise advisors and avoid flatterers.
Try to appear virtuous
Power, Authority and Influence
POWER
AUTHORITY
INFLUENCE
No Power or Authority
15
You have power over somebody
People give you authority
Example of difference is teachers. Music teachers/ French teachers – fair game to make them cry.
They had power but no authority.
What about when you have neither? You cannot ‘force’ someone to do something, and they don’t allow you to get them to do something for you as a start point. You have no power and no authority.
Power, influence, authority
Authority
Power
Influence
Influence, Power, Authority
Influence occurs when a person or a group affects what another person or a group thinks
Power is the capacity of a person to influence another person or a group
Authority is the power formally given to a person or group because of the position they occupy within the organisation
Power…
Depends on relationship- based on trust & respect
Is based on beliefs- belief about the resources you have and how you will use them
Is never one-sided- mutual degree of power exists on both sides; Leader has the power but depending on his team gives them some power too
Is contextual- depends on the context of the relationship
Bases of Power
0 Understanding Power: In 1959, French and Raven described five bases of power:
Legitimate – This comes from the belief that a person has the formal right to make demands, and to expect others to be compliant and obedient.
Reward – This results from one person’s ability to compensate another for compliance.
Expert – This is based on a person’s high levels of skill and knowledge.
Referent – This is the result of a person’s perceived attractiveness, worthiness and right to others’ respect.
Coercive – This comes from the belief that a person can punish others for noncompliance.
Six years later, Raven added an extra power base:
Informational – This results from a person’s ability to control the information that others need to accomplish something.
Leadership is…
Discussion: Who is better- a manager or leader?
Assessment One feedback
Assessment Two questions
Additional reading (Daniel Goleman)
Module 4 Resources
Module 4 – Networks and Connectedness
You will need to:
Conduct a SWOT Analysis on yourself
Complete at least two self-assessment tools including Gallup StrengthsFinder
Include naturally occurring data about yourself, for example feedback from others
Submit a final report including:
– Introduction (who you are and what has got you to this point)
– Research Methodology (20%)
– SWOT Analysis (30%)
– Diversity (20%)
– Organisational Fit (your fit with the organisation from Assignment One)
– Conclusion (where to now)
The final 30% is allocated to communication – how you communicate and present the report.
Assignment Two – Self Reflection
Additional Reading:
What makes a Leader? Daniel Goleman
Goleman is considered a guru on Emotional Intelligence – a group of five skills that enable the best leaders to
maximize their own, and their followers, performance
Self-Awareness: knowing one’s own strengths, weaknesses, drives, values and impact on others.
Self-Regulation: controlling or redirecting disruptive impulses, emotions and moods (to develop trust, integrity).
Motivation: being driven to achieve for the sake of achievement (unflagging energy to improve).
Empathy: understanding other people’s emotional make-up (including sensitivity to cross-cultural differences).
Social Skill: building rapport with others to move them in desired directions (including extensive networking).
Network Maps
Last Week:
YouTube – Rediscovering Personal Networking: Michael Goldberg at TEDxMillRiver (19 minutes)
Reading – Networking for Business Success
Reading – Business Networking can be Taught
This Week:
Reading – The Contaminating Effects of Building Instrumental Ties: How Networking Can Make Us Feel Dirty
Chapter of Book – Psychodynamics of Social Networking, Aaron Balick (165 pages, Chap 2)
Recommended – Video – Collaborative Consumption and the Future of the Workforce, Karen Lawson (1:09 minutes)
Not discussed – Political campaigning 2.0: the influence of online news & social networking sites on attitudes & behaviour.
Module 4 Resources
How Networking Can Make Us Feel Dirty
The paper examines the psychological consequences of engaging in networking – it focused on people who initiated the networking.
The authors agree that networking behaviours are essential to individual’s career success and the paper introduces different types of networking:
professional networking – work-related, task execution, professional success
personal networking – friendship and emotional support
instrumental networking – proactive and with a specific goal
spontaneous networking – connections that simply emerge.
How Networking Can Make Us Feel Dirty
The authors proposed that:
Professional-Instrumental networking clearly has a selfish intent, because the person initiating the relationship is doing so to obtain certain benefits.
Because this intent is clear to the initiator, but perhaps not to the other person, the initiator may feel guilty about this form of deception.
Therefore, professional-instrumental networking feels morally compromising and harder to justify to oneself. People who experience immoral behavior often say they ‘feel dirty’, as opposed to the feeling of cleanliness with moral behavior.
How Networking Can Make Us Feel Dirty
The authors found that:
Professional-Instrumental Networking produce greater feelings of dirtiness.
Professionals who feel dirtier tend to engage in it less frequently, and in turn, have lower job performance.
The greater the power people have when they engage in instrumental networking, the less dirty such networking can make them feel. Why?
The content (professional or personal) and approach (instrumental or spontaneous) of networking both influence the psychological experience of those engaging in it.
Outcomes for Senior Managers
To foster the advancement and effectiveness of professionals at low hierarchical levels or in minority groups – who have minimal power in the organisation – organisations need to create opportunities for emergent forms of networking.
Those who need instrumental networking the most are the least likely to engage in it.
Psychodynamics of Social Networking
Psychodynamics, also known as dynamic psychology, in its broadest sense, is an approach to psychology that emphasises systematic study of the psychological forces that underlie human behavior, feelings, and emotions and how they might relate to early experience.
Psychodynamics is that conscious and unconscious mental and emotional forces that determine your personality and motivation
Is the development of what has come to be called “Web 2.0” changing us in some fundamental way, or is it simply a novel technological platform through which the same old psychological traits express themselves through a different medium?
“Virtual relating is real and it is different. I have come to the conclusion that the way in which we are relating online may be changing us in some way – this is neither good nor bad, but neither is it neutral”.
“More and more, our internal and external worlds are merged as aspects of ourselves are present online twenty-four hours a day. As a result, we are, at the same time, made more accessible than ever before, but also more relationally distracted because we all share in this accessibility”.
Psychodynamics of Social Networking
The fundamental differences between identity play online and real life fall into four broad categories of online difference:
The instantaneous nature of online engagements.
The ease of replicability of information online.
The ease with which privacy can be lost.
The way in which information logged online may never be erased and may be accessed at any time (the digital dossier).
Psychodynamics of Social Networking
Psychodynamics of Social Networking
Younger generations are more connected-up than ever, deploying much of their identities, relationships, and social capital across online social networks. The numbers seem to indicate that there is no going back; identity, social life and relationships are now mediated online.
There are however some rumblings that there may be a backlash of sorts – 61% of Facebook users have taken a break of several weeks or more.
Professional organisations are still finding their feet in this rapidly changing world of online relating. While it is vital that institutions and professional organisations create their own codes of ethics and procedures with regard to social networking, it is also incumbent upon them to think psychologically about the choices they are making in the construction of such codes.
Psychodynamics of Social Networking
“The psychodynamics of instantaneous, connected-up culture has its consequences, and one of the consequences of hyper-connectivity may be a kind of relational fatigue, a fatigue that is further exacerbated by the lack of boundaries present in the online world”.
“Living in boundary-less space can ultimately result in feelings of anxiety, depression, and loneliness”.
Collaborative Consumption and the Future of the Workforce
Collaborative Consumption – a powerful economic force – defined as:
“a class of economic arrangements in which participants share access to products or services, rather than having individual ownership”. You obtain and provide services or valuable resources to other customers either directly or through a mediator
→ Ownership, accumulation, substitution
→ We are shifting from ownership of assets to sharing access to assets
→ Three laws of collaborative consumption: Idling capacity, critical mass, high costs
→ If you answer yes to all three you have the capacity for collaborative consumption
→ Generation Comparison – need for new platforms due to change in values – a
lifestyle that is fulfilling
Collaborative Consumption Examples
do not own hotels or any other assets
do not own vehicles or any other assets
do not own any equipment, tools or any other assets
Collaborative Consumption and the Future of the Workforce
Shifting Collaborative Values:
Collaboration
Empowerment
Openness
Humanness
New Currency – trust
Trust between strangers – digital credibility allows this to happen – your online profile
We can now aggregate and collect information and filter and sort it to understand people’s values and behaviours – it reduces risk and creates trust.
Collaborative Consumption and the Future of the Workforce
Disruption is happening in every market and every industry.
You will either be disruptive or be disrupted.
How does this impact on the future of work?
The race is now who can monetise the new currency – trust.
The barriers to equity are changing – Crowd-funding is where you donate cash and receive a reward or equity in the business.
Collaborative Consumption and the Future of the Workforce
Equity-based crowd funding is now legal in Australia – up to $5 million per year can be raised – this will remove barriers to funding (banks) and increase connectivity with the community. $5.2 billion has been raised in crowd funding around the world.
Australia is ranked 5th in the world in terms of contributions but most of our money was going overseas.
-You give money to a business and get a small share of the business
Example: The Flow Hive – a bee hive that provides honey on tap – wanted to raise $70,000 via crowd funding and raised $15.3 million. Now have 51,000 customers in 130 countries with bee hives. Check out: https://www.honeyflow.com.au/
Collaborative Consumption and the Future of the Workforce
How will this affect labour and how people find jobs?
The role of Universities is not to help people get jobs but to help people monitise their time and their talent, removing the barriers between the individual and opportunity.
Example: AirTasker – https://
www.airtasker.com/
People are now becoming ‘super taskers’ – they have digital credibility, they have developed trust, they can charge higher rates, and they are aligning with other people to build businesses.
Collaboration in Adelaide – Coworking
313 Halifax Street
Drink, Eat, Work
Little City Studio
Clarence Coworking for professionals is a step above the standard coworking spaces.
Has semi-private booth options, acoustically treated meeting rooms, casual meeting spaces, abundance of networking events and more facilities
There are 3 Sydney CBD locations to suit people’s business needs
Collaboration could be facilitated through the professional community offered
NO contracts involved and flexible payments month by month
With mail management facilities, you have three choices of ideal desk space to choose from based on what suits you
https://clarenceprofessionalgroup.com.au/coworking-sydney/?gclid=EAIaIQobChMIvIyX7a715gIVDw4rCh08vwP5EAAYASAAEgK5J_D_BwE
Coworking spaces in Sydney – Clarence Coworking
Clarence Coworking – Sydney
]
133 Castlereagh St, Sydney
111 Elizabeth St, Sydney
65 York St, Sydney
Clarence Coworking – Hot desk Flexible
Clarence Coworking – Hot Desk Unlimited
Clarence Coworking- Exclusive Desk
Challenges….
Distractions
Noise-induced illness
Communicable diseases
Issues with other workers
Differing social and professional expectations
Over management
Varied personal environmental preferences
A sense of overcrowding
Privacy issues
Source: https://zenbooth.net/blogs/zenbooth-blog/top-9-coworking-space-challenges-the-office-pod-solution
Do you have an attitude of a leader?
Coworking….
Do you prefer coworking? Group activity…….
Module 4 Overview
Activity 1 – Networking is a strength
Module 4 Resources
Activity 2 – Success Coaches
Activity 3 – Facebook or LinkedIn?
Activity 4 – Networking map activity
Module 4 – Networks and Connectedness
You will need to:
Conduct a SWOT Analysis on yourself
Complete at least two self-assessment tools including Gallup StrengthsFinder
Include naturally occurring data about yourself, for example feedback from others
Submit a final report including:
– Introduction (who you are and what has got you to this point)
– Research Methodology (20%)
– SWOT Analysis (30%)
– Diversity (20%)
– Organisational Fit (your fit with the organisation from Assignment One)
– Conclusion (where to now)
The final 30% is allocated to communication – how you communicate and present the report.
Assignment Two – Self Reflection
This module will help you:
Establish your digital profile to enhance your ‘internal value’ in the organisation and ‘external value’ in the labour market place;
Understand the network structure in your organisation and where you fit, and where you want to make connections;
Critically evaluate which external networks and professional connections you want to establish and maintain throughout your career.
This module will cover:
The concept of monetising your time and talent through digital networking;
The networking landscape (both internal and external to your organisation);
Managing your digital profile for maximum effect.
Module 4 – Networks and Connectedness
Module 4 Networking
Networking and being connected, particularly digitally, are new concepts for many managers in organisations, but they are changing the way in which organisations operate. It is rare now to go to a meeting without the other person having ‘googled you’. This means that prior to anyone meeting you they are already drawing conclusions about you from what they find out about you on Google. Linked In and Facebook can make a big impression.
Many organisations now do recruitment searches through Linked In, and often Facebook is used as a pre-reference check for new hires. Public pictures of people embarrassing themselves out socially can put may employers off, so Facebook in particular can be used as a screening process early on.
But networking is not just an individual necessity. Organisations are gradually connecting in new forms of partnerships, peak bodies, collaborative arrangements and professional networks. We are seeing collective member networks support each other in a collaborative manner to help each other achieve success.
Module 4 Networking
In addition there are a range of digital platforms that operate to put people in touch with each other, building their whole business model on the notion of ‘connection’. Air Tasker in Australia is a job board for quick tasks for example, which in the longer term threatens to put the traditional temping agencies out of business.
This module asks you to reflect on the networks you belong to both within and outside of your organisation. In addition, if you look at the networks your organisation belongs to, you can possibly leverage your digital network value even more by ensuring you stay abreast of the professional fields they are engaging in.
Refer to the video featuring Karen Lawson, CEO of Career One, who talks about the need to ‘Monetise your time and talent’ in the career market. Karen spoke about this topic at a recent staff development event at Laureate Australia and we took a video of the presentation. Watch this video first to get a feel for the field before delving into other readings and activities.
YouTube – Rediscovering Personal Networking: Michael Goldberg at TEDxMillRiver (19 minutes)
Reading – Networking for Business Success
Reading – Business Networking can be Taught
Next Week:
Reading – The Contaminating Effects of Building Instrumental Ties: How Networking Can Make Us Feel Dirty
Chapter from Book – Psychodynamics of Social Networking, Aaron Balick (165 pages, Chap 2)
Recommended – Video – Collaborative Consumption and the Future of the Workforce, Karen Lawson (1:09 minutes)
Not discussed – Political campaigning 2.0: the influence of online news & social networking sites on attitudes & behaviour.
Module 4 Resources
Who is good at networking?
Networking is a strength… who would say they are good at networking?
YouTube Video
“Networking is a proactive approach to meeting people to learn with the prospects of helping them”.
Serendipitous Networking (by chance) v Strategic Networking (goal directed)
Five Reasons for Networking:
More Business
Land a Job
To learn something
Social reasons (meet people)
To solve a problem
YouTube Video
Execution of Good Networking:
PEEC:
Profession – who you are, what you do and with whom
Expertise – your depth of knowledge as it relates to your profession/future profession
Environment – your target market place – an industry, profession, a market segment
Call to action – what is it that you are after – I want or can you…
Networking for Business Success
“Networking is the process of establishing, developing, maintaining and utilising business relationships, in order to create opportunities for the benefit of all those in the network”.
→ mutual benefit, not personal gain
→ making connections, developing relationships
→ focus on the other person (listening)
→ do not force the relationship, see what naturally develops
→ e-networking has a role to play but face-to-face will outlast any other method.
Learning Activity 1
Profiling Activity
There are many global networking sites such as Facebook, some of which are used more for professional purposes than others.
In Australia, LinkedIn is pretty big, as it is in the UK. Go into one of these sites and search through some people’s profiles.
What do you think makes a good profile and a not so good one?
Design your profile and upload it to start getting connected.
or
The mission of LinkedIn is to connect professionals to be more productive and successful.
Facebook have been focused on connecting people with family and friends and launched a new mission in 2017 – Give people the power to build community and bring the world closer together.
LinkedIn is viewed in Australia as the ‘business network’ with 1 million profiles.
Globally, LinkedIn has 500m individual profiles, 7 million company profiles and 2 billion updates per week.
Ben Eatwell, Head of Marketing (Australia):
We help professionals with three things:
Professional identity (brand)
Networks
Knowledge (100,000 articles published per week)
Three essentials for a LinkedIn profile:
A professional photo
A summary of yourself (in the first person)
A list of experiences and highlights (a niche package)
Business Networking can be Taught
Business Networking:
“A collection of people, preferably with a broad array of experience and knowledge, to which an individual is connected and with which the individual is in periodic contact”.
Ideally, any member of this network would answer an email request for help within 24 hours – one does not have a network unless the people in it come through when the need arises.
Numbers on Facebook or LinkedIn do not count – it is a more personal relationship, usually involving at least one face-to-face meeting.
A business network includes both internal and external people.
Business Networking can be Taught
Why Business Networking important:
Business is more complex
Organisations become larger, more international
Structures are more complicated
Jobs have evolved, roles are more fluid
More external parties (stakeholders) interact with the business
Our knowledge needs increase and we need people to supply information.
Business Networking can be Taught
The benefits of Business Networking:
Less reinvention of the wheel (sharing of best practice)
Alignment of people or units (strengths?)
The need to make fast, accurate decisions (efficiency)
Networking therefore is not a waste of time – it helps people to focus on important tasks, align effort, and get the job done faster.
Business Networking can be Taught
Successful Business Networking has also been linked to:
Salary growth
Increased promotions
Perceived career success
Job satisfaction
Production of creative ideas.
Business Networking can be Taught
Networking is a skill that can be developed. The skills needed are:
Figure out who should be in your network (be purposeful – not just lunch!)
Dare to introduce yourself (be courageous)
Ask for help (be courageous)
Networking must be reciprocal (be purposeful – it is a two-way street)
Successful managers allocate one hour per week maintaining their networks.
Networking and Leaders
Usually rise through the ranks being a SME in their field ( Expert power)
When challenged with strategic issues facing the overall business, managers do not grasp this as involving relational tasks, further,
Managers do not understand that interactions with different stakeholders are not distractions from their real work but forms an integral part of their new leadership role
Many managers find networking insincere and manipulative
Some construct and maintain a useful network, others struggle to come out of this innate resistance. Effective leaders employ networking for strategic purposes
Learning Activity 2
Networking map activity
Draw a network map of yourself in your organisation. Who do you connect with and for what purposes? Who connects to you and for what purposes? If you had the opportunity to extend your map, who would you want to connect with and for what purposes? Share your map with your group and compare the flows in your organisation. Amend your map if you want to in light of seeing others.
This network map can be used to underpin your SWOT analysis (Assessment Two).
Select 3 nodes on your network and draw down evidence from them that gives you feedback on your strengths and/or weaknesses.
Network Maps
Leaders are…..
Activate link to view larger image.
Assessment One – due Friday – questions?
Module 3 – Organisational Diversity
– Review last week
– Readings x 6 – Gender
– Case Studies/Examples
Week 6
Diversity includes
Diversity includes the following:
Race
Sex
Disability
Age
Sexual Orientation
Marriage and Civil Partnership
Pregnancy and Maternity
Religion or belief
Gender reassignment
Australian Commonwealth Law has four anti-discrimination statues:
Racial Discrimination Act 1975
Sex Discrimination Act 1984
Disability Discrimination Act 1992
Age Discrimination Act 2004
In addition we have the Fair Work Act 2009.
Additional Reading:
Why Diverse Teams are Smarter
We are starting to see evidence on how diverse teams and diverse workplaces contribute to the success of the organisation. This paper states that:
Diverse teams focus more on facts
Diverse teams process those facts more carefully
Diverse teams are more innovative.
In a nutshell, enriching your employee pool with representatives of different genders, races, and nationalities is key for boosting your company’s joint intellectual potential. Creating a more diverse workplace will help to keep your team members’ biases in check and make them question their assumptions. At the same time, we need to make sure the organisation has inclusive practices so that everyone feels they can be heard. All of this can make your teams smarter and, ultimately, make your organisation more successful, whatever your goals.
Terminologies surrounding diversity
Unconscious Bias
The natural preference for people who look similar, sound similar and share similar interests. If we allow unconscious bias to fester in the workplace we will recruit, reward and promote the same type of person.
White Privilege
A term used for ‘social privileges’ or ‘an invisible package of unearned assets’.
The obvious, and less obvious, advantages that white people have in Western societies that they may not recognise they have, or actually desire.
Puzzle
Read the following and see if you can think of the answer.
A father and son have a car accident and are both badly hurt. They are both taken to separate hospitals. When the boy is taken in for an operation, the surgeon (doctor) says ‘I can not do the surgery because this is my son’. How is this possible?
Look around your organisation…
How much diversity do you see and/or experience?
What is the nature of the diversity?
To what extent is diversity tolerated within the organisation?
How is diversity stifled?
Reflect on these issues and the impact they are having on you as a manager/leader.
How are you reinforcing the organisational norms and constructs?
How are you feeling constricted by the organisation’s norms and constructs?
How challenging are these issues to the values espoused by your organisation?
Diversity Exercise
Module 3 Readings
Race:
Bill Moore’s Body.
The Colour of Supremacy: Beyond the discourse of ‘white privilege’.
Whitening Race: Reconciliation in and out of perspective: white knowing, seeing, curating and being at home in and against Indigenous sovereignty.
Gender:
Sex Role Stereotyping and Requisite Management Characteristics.
Through a gendered lens? Male and female executives’ representations of one another.
An investigation of female and male constructs of leadership and empowerment.
Examining Leadership through critical feminist readings.
Profile of a Successful Female Leader.
Becoming an international man: Top manager masculinities in the making of a multinational corporation.
Sex Role Stereotyping and Requisite Management Characteristics
Survey of public management students at a small university in the US.
Introduces the ‘think manager-think male’ belief identified in the 1970’s and since found to be a global phenomenon:
Initially, both male and female managers perceived that characteristics associated with managerial success were more likely to be held by men than by women.
Later findings suggested that male managers and male students still held this view, but female managers and female students no longer ‘sex type’ the managerial position.
This study, with the sample, suggests that the views of males have not changed in 2010, and are consistent among British, Chinese, German, Japanese and US management students.
This would suggest that the male decision-maker may still favor male candidates.
Through a gendered lens? Male and female executives’ representations of one another
This NZ paper is a result of interviews with 10 male and 10 female executives and explored their views on each other. The men and women had comparable status and power but still viewed each other through a gendered lens. The paper found:
Men viewed management as a ‘level playing field’ where promotion was based on merit;
The merit principle helped to justify why women were under-represented in management roles;
Some men believed that women could provide a ‘difference’ and make a positive contribution, and used words such as emotion, intuition, instinct, being more aware of feelings;
Women who displayed masculine qualities were described as too aggressive, domineering and ‘less compromising than men’;
The men could sense that some change was evident and that more women would be included at executive level as a result of the current social climate of diversity.
Through a gendered lens? Male and female executives’ representations of one another
The female executives reported the following:
They believed they had similar skills and competencies but they had to over-achieve to be promoted;
They believed they had to work harder than men to achieve the same recognition;
They expressed frustration with male behaviours including informal decision-making, indirectness, inflexibility, emotional detachment and male codes of obligation to each other;
The women were quite aware of the differences they offered to their organisations – intuition, nurturing, emotional honesty, being better listeners – which they saw as a competitive advantage.
Conclusion – gender stereotypes still exist. Male executives were aware of the differences provided by women but sidelined them into HR roles or used the differences as a reason for their under-representation. Female executives also understood the differences they provided and used this to position themselves in the organisation, enhancing the gender stereotype.
An investigation of female and male constructs of leadership and empowerment
This 2010 paper summarises two studies conducted in the UK.
“The lack of significant proportions of women in leadership and senior management positions in almost every organisation, irrespective of whether in the commercial, industrial, military or public sector, appears to be a worldwide phenomenon”.
The paper suggests that men and women have different views of the qualities and characteristics that make up a leader, and these views impact on the recruitment, selection and promotion of staff. Different perceptions of leadership emerge if a greater proportion of one sex is involved in the process – we end up with male-biased criteria when determining leadership qualities.
It is proposed that male-bias criteria ends up in the person specifications and the final criteria used for job selection.
An investigation of female and male constructs of leadership and empowerment
The paper highlights that men and women have very different, almost opposing views, on the qualities, skills and styles that constitute a good leader.
The paper suggests that women are more likely than men to use ‘transformational leadership’ – encouraging the empowerment of staff. Men were more likely to adopt ‘transactional leadership’ – exchanging rewards or punishment for performance.
The paper suggests that empowerment is considered as ‘increasingly important’ in the leadership literature and is of practical importance to organisations. Empowerment will help to increase autonomy, personal control, accountability and self-esteem.
An investigation of female and male constructs of leadership and empowerment
The author proposes that males and females may have different views of ‘empowerment’ based on masculine and feminine values:
Masculine values – self-assertion, separation, independence, control, competition.
Feminine values – interdependence, cooperation, receptivity, merging, acceptance, being aware of patterns, wholes and contexts, and being.
When discussing empowerment do we adopt the ‘masculine’ version of increased autonomy and separateness, or the ‘feminine’ version of connectedness and interdependence?
Do we want our empowered employees to be ‘recipients of power’ or ‘sharers in power’?
Will women be ‘penalised’ yet again for interpreting transformational leadership and empowerment as a shared process rather than as a gift?
Examining Leadership through critical
feminist readings
The paper highlights the different approaches taken over many years to define and understand leadership:
Leadership traits
Leadership behaviours
Leadership situations
Transformational leadership
Guru theory
Post-heroic leadership
The writer suggests that the post-heroic model is good in theory but we are still to see it in action.
This theory suggests that instead of focusing on styles and contingencies of leadership and the heroic qualities of leaders (gurus) we should consider leadership as the work of many people in an organisation.
Examining Leadership through critical
feminist readings
The writer suggests:
There is no ‘holy grail’ to leadership
Many of the leadership theories are US-based models and the behaviours of leaders therefore favour the individualistic, strong, masculine leaders we see in America
The US models ‘do not fit the cultural contexts of the UK’
Existing theories assume managers are male and focus on masculine behaviours – rationality, measurement, objectivity, control, competiveness. Men therefore ‘fit’ with organisational behaviour.
Women are more likely to demonstrate feminine characteristics – caring, nurturing, sharing, empathy, capacity for listening, relational skills.
We need a new way of theorizing leadership – feminine qualities need to feature in our analysis.
Examining Leadership through critical
feminist readings
“Leadership is a social process which encourages individuals to interrelate”.
“We need to look at the social and cultural context…we need locally based and culturally sensitive research to understand leadership success at the local level”.
“We cannot assume a homogeneity approach to leadership and expect all leaders to conform to specific traits, competencies and behaviours”.
Masculine v Feminine
MASCULINE FEMININE
Self assertion Cooperation
Separation Receptivity
Independence Interdependence
Control Acceptance
Competition Caring
Rationality Nurturing
Measurement Sharing
Objectivity Empathy
Indirectness Intuition
Inflexibility Listening
Emotional detachment Emotional honesty
Profile of a Successful Female Leader
This paper had conversations with 21 leading business women in Australia to determine the key enablers of success for senior female leaders. The women represented mining, engineering, banking, finance, insurance, education, communications, government and property development.
The women were asked if their career progression had been held back because of gender?
96% said that they had not been held back at all.
33% said that they had held themselves back.
The findings suggest that women’s success at the most senior level is a combination of personal attributes, capabilities and organisational support.
While some of these findings may also be applicable to men, it suggests that there are some differences that facilitate female leaders to succeed.
Profile of a Successful Female Leader
Personal Attributes:
These attributes are considered innate, challenging to develop, and the baseline for leadership roles.
courage – fearlessness, backing yourself, tenacity to bounce back
passion – alignment of values, choose something you want to devote your energy to
authenticity – be true to yourself, do not change just because you are promoted
ambition – aim high, demonstrate commitment over time
conscientiousness – do not rely on talent alone, strong work ethic
self insight – play to your strengths, understand your development areas.
One key attribute missing was that of confidence – the women did not mention confidence as an attribute but confidence was certainly observed by the interview panel. The women were poised and self-assured but not aggressive or arrogant.
Profile of a Successful Female Leader
Capabilities:
cultivating relationships – 89% had a mentor, champion or internal sponsor
drive for results – consistent, tangible results
building organisational talent – attracting, developing, engaging and retaining talent
personal growth orientation – pursuing development experiences
business savvy – need to understand the business operations and levers
These capabilities can be developed over time through development and exposure.
Organisational Support:
provision of mentors and supportive leaders
flexible work practices to allow a work-life balance
a Board and CEO committed to a culture of diversity (approach, thought, practice)
Becoming an international man: Top manager masculinities in the making of a multinational corporation
The paper looks at the identity of top managers in a Nordic multi-national financial services company involved in mergers and acquisitions. Of the 53 senior managers 51 were men.
The mergers and acquisitions have taken place over many years and include Norway, Denmark, Finland, Sweden, Luxumberg, the Baltic States and Poland resulting in managers from different cultures working together but also competing to ensure that cultures and identities of each country were represented.
The men admit to the sacrifices they have had to make, living a crazy life with extensive travelling, dealing with organisational politics, to become professional ‘international men’. It is a role that the men in the study do not think would be of interest to women, given the sacrifices they would need to make, and they do not think that women can be both ‘professional’ and ‘women’.
The writers suggest that specific types of competitive people – men – thrive in global business, and that the need to demonstrate both masculinity and nationality becomes the norm in globalized companies, excluding women.
Summary – Diversity
Diversity is always a sensitive issue. People who belong to a ‘minority’ group often feel labelled, stereotyped and marginalised in the workplace. People who belong to the ‘majority’ group are often unaware of the consequences of the collective action of the majority.
Some of the articles refer to ‘white privilege’ to help those in the majority obtain a minority view. The notion of privilege is disturbing as it is often given to us without our necessarily wanting it. What we then do with it is the question.
We all hold bias and prejudices simply because we notice difference and it is important not to try to obliterate difference and diversity in an attempt to redress prejudice. Ignoring difference, for example, can be as damaging as highlighting it in a negative manner.
Summary – Diversity
The term ‘unconscious bias’ refers to the natural preference for people who look similar, sound similar and share similar interests. If we allow unconscious bias to fester in the workplace we recruit, reward and promote the same type of person, and we will not achieve diversity or equity.
The literature around inclusiveness is the direction in which this field of study and practice is going.
The idea that we work towards an inclusive workplace for everyone, recognising everyone as a diverse member of the organisation is important, and leverages the strengths that differences bring in to the workplace rather than squashes them.
MGMT 60
1
2
Management Perspective
Week 4, T3 2019
1
Communication and Negotiation
A manager’s job is dependent on communication and the effectiveness of a manager is dependent to a large extent on the communication skills they possess.
Organisational structures help us to understand the flow (direction) of communication and who holds the power in the relationship.
In most organisational communications there is a power differential between the two parties communicating, and one party is seeking to influence the other.
Communication is….
Reporting….advising…querying…listening…reading…writing… responding…informing…rewarding…punishing…changing…
motivating…negotiating…socialising…integrating…influencing…
presenting…
Is it possible to be good at some forms of communication and not others?
Major Functions of Communication (Robbins et al)
Control – formal control mechanisms (hierarchies of authority, formal rules, job descriptions, company policies) and informal control mechanisms (norms and rules established by groups).
Motivation – communication clarifies goals and provides feedback.
Emotional expression – employees have social needs to express themselves.
Information – communication provides information to facilitate decision-making.
Managers as Communicators
– Effective Communication (message received) v Efficient Communication (resources)
– Managers as senders of information – many choices available
– Managers as receivers of information – active listening skills and questioning
– Choice of communication channels – rich, poor or lean
– Electronic communication – positives and negatives
– Meetings – positives and negatives
Barriers to Communication
Communication is not a simple task.
Cultural – language, behavioural
Language – meanings, jargon, caution v optimism.
Psychological – different psychological states (emotions) – fear, defensive.
Relational – the relationship between the sender and receiver (respect, trust, conflicts).
Environmental/Situational – information overload, noise, interruptions, urgency.
‘A back and forth communication designed to reach an agreement when you and the other party have shared interests and others that are opposed.’
Another simpler way to define negotiation is ‘when two or more parties need to reach a joint decision but have different preferences. they negotiate.’
Negotiation and Management
A negotiation in management is said to be effective when people settle their differences
A compromise or an agreement is reached rather than a dispute or argument
Managers / leaders aim to achieve the best possible outcome for their organisation
7
Negotiation- definition
Interests –our basic needs, wants and motivations
Legitimacy – quest for fair deal drives many of our decisions
Relationships – very important when you have ongoing connection, future business, reputation
Alternatives and BATNA – what will you do if the current deal does not work out; Best Alternative to Negotiated Agreement
Options- any available choices considered that satisfy the interests
Commitments- an agreement, demand, or a promise made by one or more party
Communication- whilst negotiating, you will need to communicate with the other party or parties; success of your negotiation lies in this
8
7 elements of negotiation
1) Separate the people from the problems: as a negotiator, deal with
emotions and personality issues separately
2) Focus on interests not positions: identify underlying interests – the basic needs, wants and motivations
3) Invent options for mutual gain: options are those choices available for parties to consider that can satisfy their criteria
4) Insist on using objective criteria: use objective criteria which is a fair, independent standard to settle their differences
9
4 elements of principled negotiation
Concept introduced by Roger Fisher, William Ury and Bruce Patton
One of the many pieces of information negotiators seek when formulating negotiation strategies
What is your best outside option if your current negotiation has reached an impasse
Identifying a negotiator’s BATNA is a necessary skill for developing best strategies to use at the bargaining table
Negotiators should assess their BATNA and work to improve it both during their preparation and throughout the course of dealmaking
The stronger your BATNA, the more you can ask for in your negotiation
If you and the negotiating counterpart have explored all the options and interests, there is no shame in walking away from a deal that does
10
Best Alternative to Negotiated Agreement – BATNA
Module 2 Readings
-Get the Boss to Buy in
-Empowerment at Work: the Dyadic Approach
-Breaking the Chain of Command
-Going Up the Chain of Command
-Towards a Reinterpretation of ICT’s Impact on
Command and Control (not discussed)
Get the Boss to Buy In
‘Organisations do not prosper unless managers in the middle identify and promote the need for change.’
‘For many reasons, ranging from a fear of negative consequences to compliance with a top-down culture, many managers do not voice their ideas and concerns.’
‘When managers do speak up many struggle to sell their ideas to people at the top.’
Get the Boss to Buy In
Seven tactics to get higher management to support your idea (sell your issue):
1) Tailor your pitch – understand the audience
2) Frame the issue – connect it to organisational priorities
3) Manage emotions on both sides – generate positive responses
4) Get the timing right – catch the wave
5) Involve others – allies from your network
6) Adhere to norms – understand the cultural expectations
7) Suggest solutions – do not just highlight the problem
Empowerment at Work: The Dyadic Approach
‘Organisations that wish to survive and thrive in today’s dynamic marketplace need to constantly re-invent their work processes and structures.’
‘Empowerment is becoming increasingly important because organisations are flatter therefore less opportunity for promotion. Special projects, team leadership, other assignments can fill the void.’
‘Empowered team-working is increasingly a part of the solution.’
Empowerment at Work: The Dyadic Approach
Empowerment is different to delegation of authority (which is a top-down approach).
Empowerment is the transfer of power and influence.
Empowerment is the result of internal commitment of people (psychological) as well as external commitment of organisation (the environment).
The dyadic (two-part) approach is that people must choose to be empowered, and the organisation must set the conditions for empowerment.
Breaking the chain of command
This paper interviewed 145 employees in the USA to understand what happens when employees circumvent the chain of command, and take an issue by going around or above their superior.
Is circumvention okay?
Employees reported that “they often mentioned the problem…it was never resolved…they had already spoken to their supervisor…the supervisor promised that things would be taken care of…nothing ever changed…supervisors claimed that there was nothing else they could do”.
Why will some employees never circumvent their direct supervisor?
Breaking the chain of command
The main reasons for circumvention:
-Supervisor inaction (or substandard action)
-Supervisor performance (poor, lack of trust, no respect, incompetence)
-Supervisor indiscretion (the supervisor was the issue, behaviour was questionable)
‘Ethical issues are a powerful trigger of employee dissent….. dissent often leads to circumvention.’
Going up the chain of command
An interesting perspective from another industry – Nursing – who have ‘chain of command’ protocols that empower them to communicate upwards in a matter of emergency.
In some institutions a nurse can be dismissed if they fail to invoke the chain of command (circumvention). There are also legal implications for the nurse and hospital if the patient’s condition deteriorates.
If your organisation is purely focused on ‘the customer’ – in this case the patient – should we all have a well-established and documented chain of command?
19
What makes a terrible Leader
Lack of transparency
Not listening
Ego
Lack of empathy
Permitting negative gossip
20
What makes an inept leader?
MGMT-6012
Management Perspectives
Week 5, T3 2019
Assessment One – Proposed Structure
You have some flexibility with the structure for this assignment but once you have read the assessment brief and rubric you will see that we need the following:
Executive Summary (not included in the word count).
Introduction: what this report is about, a very brief introduction to the organisation, why you chose the organisation, and any relationship you have with the organisation.
Research Methodology: a summary of the methodology you embraced for this assignment including case study methodology and the use of naturally occurring data.
Vision and Values of the Organisation: include vision or mission of the organisation, their values, an insight into their culture and management style using Morgan’s metaphors.
Organisational Theory: can you find any evidence of management theory from Module 1 at the organisation? Can you find any information on their organisational structure, chain of command and channels of communication from Module 2?
Ethics and Diversity: Can you find any evidence of ethical practice (good or bad)? Has the company embraced diversity (Module 3)?
Conclusion: what are your views on the management of the organisation? Have they embraced organisational theory? Are they living their values? Do you have any recommendations?
Diversity in Action – Defence and Mining Industry
RESA – Resources and Engineering Skills Alliance – worked with the Defence and Mining industry in South Australia to create a strategy focused on Women in Resources, Energy and Defence.
The Office for Women has a strategy to encourage Women in STEM – more women working in Science, Technology, Engineering and Maths, and more girls studying these subjects at school.
The Indigenous Defence Consortium has been established to ensure Aboriginal people are employed in the new build of Australian submarines.
Mining companies like Santos and BHP Billiton have established Indigenous Employment Targets to ensure Aboriginal people are employed.
Responsibilities Model
Since the 1980’s many organisations have embraced Corporate Social Responsibility (CSR) to improve their relationships with the communities (stakeholders) in which they work. Carroll (1979) outlined the four responsibilities model that attempted to find a balance between economic responsibility and social responsibility:
1)Economic Responsibilities – Economic Profitability is a fundamental social responsibility of business. We need companies to make profit so that they grow and offer employment, but they should not ignore the next three responsibilities
2)Legal Responsibilities – conformance to the laws of the state/country where the company operates
3)Ethical Responsibilities – an obligation to conform to the generally accepted ethical norms of business in their environment not codified in law.
4)Discretionary Responsibilities – Managers are encouraged to exercise their discretionary responsibilities – activities that benefit society but may or may not have any pay back (this is considered CSR).
Ethics and Values
Ethical Behaviour is acting in ways consistent with what society and individuals typically think are good values.
Values are important and lasting beliefs or ideals shared by the members of a culture about what is good or bad and desirable or undesirable.
Values have major influence on a person’s behaviour and attitude serve as broad guidelines in all situations.
Ethical behaviour tends to be good for business and involves demonstrating respect for key moral principles that include honesty, fairness, equality, dignity, diversity and individual rights.
Legal Framework
Australian Commonwealth Law has established four anti-discrimination statues:
Racial Discrimination Act 1975
Sex Discrimination Act 1984
Disability Discrimination Act 1992
Age Discrimination Act 2004
In addition we have the Fair Work Act 2009 that promotes inclusiveness and equality, and addresses many other issues missing from the above and relevant to the entire workforce including:
-General conditions of employment
-Remuneration and flexible working arrangements
-Unfair dismissal
-Anti-bullying in the workplace
What is Diversity?
-the state or fact of being diverse; difference; unlikeness.
-variety; multi-formity.
-the inclusion of individuals representing more than one national origin, color,
religion, socioeconomic stratum, sexual orientation, etc.
-a point of difference.
Equality, Diversity and Inclusion
https
://
www.youtube.com/watch?v=C-uyB5I6WnQ
-Race
-Sex/Gender
-Disability
-Age
-Sexual Orientation
-Marriage and Civil Partnership
-Pregnancy and Maternity
-Religion or belief
-Gender reassignment
White Privilege
Diversity is always a sensitive issue.
Some of the readings refer to ‘white privilege’ – a term used for ‘social privileges’ or ‘an invisible package of unearned assets’. The obvious, and less obvious, advantages that white people have in Western societies that they may not recognise they have, or actually desire.
The term ‘white privilege’ is to help those in the majority obtain a minority view.
The notion of privilege is disturbing as it is often given to us without our necessarily wanting it. What we then do with it is the question.
Unconscious Bias
We all hold bias and prejudices simply because we notice difference and it is important not to try to obliterate difference and diversity in an attempt to redress prejudice. Ignoring difference, for example, can be as damaging as highlighting it in a negative manner.
The term ‘unconscious bias’ refers to the natural preference for people who look similar, sound similar and share similar interests. If we allow unconscious bias to fester in the workplace we recruit, reward and promote the same type of person, and we will not achieve diversity or equity.
The literature around inclusiveness is the direction in which this field of study and practice is going. The idea that we work towards an inclusive workplace for everyone, recognising everyone as a diverse member of the organisation is important, and leverages the strengths that differences bring in to the workplace rather than squashes them.
Module 3 Readings
Race:
-Bill Moore’s Body.
-The Colour of Supremacy: Beyond the discourse of ‘white privilege’.
-Whitening Race: Reconciliation in and out of perspective: white knowing, seeing, curating
and being at home in and against Indigenous sovereignty.
Gender (next week):
-Sex Role Stereotyping and Requisite Management Characteristics.
-Through a gendered lens? Male and female executives’ representations of one another.
-An investigation of female and male constructs of leadership and empowerment.
-Examining Leadership through critical feminist readings.
-Profile of a Successful Female Leader.
-Becoming an international man: Top manager masculinities in the making of a multinational corporation
Bill Moore’s Body
The chapter is an introduction to a book – The Possessive Investment in Whiteness. The American author suggests that public policy and private prejudice work together to create a ‘possessive investment in whiteness’.
The word ‘possessive’ is used to stress the relationship between whiteness and asset accumulation in our society. White people have advantages in securing education, employment, bank loans and housing, allowing them to accumulate wealth. Parents pass this onto their children, and it leads to more opportunity, prestige and wealth, and it becomes an attitude.
This attitude, or possessive investment in whiteness – creates a poisonous system of privilege that pits people against each other and prevents the creation of common ground. The author is suggesting that we should oppose whiteness – not white people – but the culture and process that allows this to happen and the attitude of white supremacy.
Bill Moore’s Body – The Background
As a child the author was exposed to a story about Bill Moore in the 1960’s.
Bill Moore was a white American, aged 35, father of three, and a postal worker.
He decided to walk from Tennessee to Mississippi to deliver a letter to Governor of Mississippi, complaining about a decision to not allow African American students into the local University. This decision had resulted in local riots, violence and deaths, and Bill Moore wanted to make his point that the decision was unacceptable. Moore also posted a similar letter to US President Kennedy.
Moore was encouraged not to complete his walk because of racial tensions. He was abused and assaulted during his walk. Within two days he was found on the side of the road, shot to death.The incident resulted in more riots and violence. The person responsible for the shooting was a white man – he was arrested but not convicted. Some people chose to continue Bill Moore’s walk but were either stopped or arrested.
Bill Moore’s case contd……
The paper raises many questions including:
Why did a white man risk his life to fight against white supremacy?
Why did Bill Moore choose to act alone?
(It was later revealed that he had mental health issues including depression).
Why was the shooter (Simpson) released when the bullets matched his gun?
Why do we know Bill Moore’s name, but not the names of African Americans killed in the riots?
Why do we still have segregation in some American housing and schools (and other countries?)
Bill Moore’s case.. Contd…
Some quotes from the chapter:
“White Americans are encouraged to invest in whiteness to remain true to an identity that provides them with resources, power and opportunity.”
“White Americans like myself have not yet come to grips with the structural and cultural forces that racialise rights, opportunities and life chances in our country.”
“Social and cultural forces encourage white people to expend time and energy on the creation and re-creation of whiteness.”
“We do not choose our colour but we choose our commitments.”
The author is now living in California and states that nothing has changed (2006).
Group Diversity Activity
Refer to Video: The $100 Race
https
://www.youtube.com/watch?v=vwx5IvypC5Q
Minority or Majority?
People who belong to a ‘minority’ group often feel labelled, stereotyped, and marginalised in the workplace; people who belong to the ‘majority’ group are often unaware of the consequences of the collective action of the majority. Do you have any experiences of being in the minority or majority or seen this in the workplace?
Whitening Race: Reconciliation in and out of perspective
The paper looks at how white Australia’s claim to sovereignty – supreme power or authority – is an obstacle that is stalling progress towards formal recognition of Aboriginal people.
‘Whenever white Australians deny the existence of Indigenous sovereignty, we effectively dent the collective rights of Indigenous Australians.’
This article is a challenge to read, and rather than reading it or explaining it, I have provided a summary of key moments in Australia’s history where reconciliation with Aboriginal people has been attempted by Government.
Reconciliation in Australia
1962 – Aboriginal people ‘allowed’ to vote in federal elections.
1967 – Aboriginal people counted in the Commonwealth ‘Census’ (90% of the population in favour)
1975 – Racial Discrimination Act established
1998 – National Sorry Day (May 26)
2006 – National Close the Gap Day (March 19)
2008 – National Apology to the Stolen Generation (Feb 13)
2017 – The Recognise Campaign is attempting to ensure that Aboriginal and Torres Strait Islander peoples are written into our Constitution. The Constitution makes no mention of the First Australians and more than fifty thousand years of Australia’s history, prior to British colonisation.
Group Diversity Activity
Refer to article: Dismal lack of cultural diversity in leadership sparks calls for targets
Australian companies have started to set targets to ensure they have diversity in the workplace. The targets usually focus on Women or Aboriginal people.
It has recently been suggested by the Human Rights Commission that the Australian Government should encourage companies to embrace racial and cultural diversity targets? What do you think?
Should we also have targets for young people and older adults?
Or should we employ the best person for the role based on their individual talents and strengths, knowing that a diverse team will add value to the organisation?
Additional Reading:
Why Diverse Teams are Smarter? We are starting to see evidence on how diverse teams and diverse workplaces contribute to the success of the organisation. This paper states that:
1) Diverse teams focus more on facts
2) Diverse teams process those facts more carefully
3) Diverse teams are more innovative.
In a nutshell, enriching your employee pool with representatives of different genders, races, and nationalities is key for boosting your company’s joint intellectual potential. Creating a more diverse workplace will help to keep your team members’ biases in check and make them question their assumptions. At the same time, we need to make sure the organisation has inclusive practices so that everyone feels they can be heard. All of this can make your teams smarter and, ultimately, make your organisation more successful, whatever your goals.
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Remember…………
MGMT6012
Management Perspectives
Week 2
T3 2019
Our Diversity
-ARGENTINA
-AUSTRALIA
-BRAZIL
-CHILE
-CHINA
-COLOMBIA
-EGYPT
-HUNGARY
-INDIA
-LEBANON
-NEPAL
-NIGERIA
-PHILLIPINES
-SRI LANKA
-TAIWAN
-MISCELLANEOUS
Our Strengths
Learner (Strategic Thinking)
Responsibility (Executing)
Discipline (Executing)
Relator (Relationship Building)
Focus (Executing)
Achiever (Executing)
Maximiser (Influencing)
Consistency (Executing)
Deliberative (Executing)
Analytical (Strategic Thinking)
Management Theories and Fashions
-The science of management is very old – armies have been
coordinated, tribes led and pyramids built.
-Plato’s writings from 350 BC talk about listening to the customer, specialisation, promotion of organisational culture, universal training and shared goals.
-The emergence of management as a formal academic discipline is relatively recent in comparison, and the pioneers of modern management are considered to be Frederick Taylor, Henry Fayol and Lillian and Frank Gilbreth.
Management Theories and Functions
Henri Fayol (1841-1925) identified five management functions:
-Planning: deciding on future actions
-Organising: arranging resources for specified tasks
-Commanding: leading, guiding and directing staff
-Coordinating: supervising and sharing information
-Controlling: monitoring outcomes and taking corrective action where needed
Management Theories and Fashions
Frederick Taylor – from the 1890’s to 1915 observed the inefficiencies of most manual operations performed in manufacturing organisations.
Taylor developed a system of studying how the most efficient workers performed, then introduced their methods as the standard for all workers.
This approach was the Scientific Management approach.
Taylor also emphasised the need to share the benefits of any productivity improvements with the workers who generated them.
Management Theories and Fashions
Frank and Lillian Gilbreth – During Taylor’s time in the steel industry Frank Gilbreth was applying ‘time and motion studies’ to the building industry, starting with brickwork and then concreting.
These studies timed the movements made when performing tasks as a means of optimising effort and time expended.
Frank married Lillian who was a psychologist and industrial engineer. They had twelve children, and it was Lillian who applied the time and motion studies to their home life, searching for efficiencies so that women could discover easier ways of doing housework to enable them to seek paid employment outside the home.
Management Theories and Fashions
Following the deaths of Taylor in 1915 and Frank Gilbreth in 1924 it was Lillian who expanded the theories, integrating psychology into scientific management.
Lillian was to become a consultant for companies such as Johnson & Johnson and retailers Macy’s, assisting them with both management and marketing strategies.
Lillian’s work contributed to other areas of management including fatigue study (ergonomics), workplace wellbeing and work simplification. Lillian also worked with General Electric to re-design the kitchen and refrigerator, and she created the first desk with IBM. She passed away in 1972, aged 94.
Management Theories and Fashions
Quality Management or TQM (1980’s) – a commitment to product and service quality to ensure consistency. Quality planning, quality assurance, quality control and quality improvement. Improvements are made by measuring and improving processes, not exhorting employees.
Knowledge Management (1990’s) – organisations benefit when knowledge is shared amongst staff and systems. This sharing of knowledge transforms information and intellectual property into lasting and tangible value.
Core Competencies (1990’s) – a belief that organisations should focus on areas they are good at (strengths) and outsource the rest. The core competencies are identified as a result of collective learning across the organisation and create the competitive advantage.
Management Theories and Fashions
Balanced Scorecard (1990s) – a framework that identifies and integrates non-financial measures with financial measures to determine the performance of the organisation.
Triple Bottom Line (late 1990’s) – an accounting framework with a strong focus on the ethical behavior of corporations, with overall performance based on three measures – the environment, society expectations and economics.
Six Sigma – a statistical approach to improve the quality of a process and minimise any variations or defects. Created in the 1980’s at Motorola and made successful by Jack Welch at General Electric in the 1990’s.
Customer perspective:
How should the firm appear to
customers?
Concentrates on customers concerns
about time, quality, performance and
service
Examples could be on-time deliveries
and customer rejection rates
Business Process perspectives
What must a firm excel at?
What should be focused internally to
meet with customer expectations
Control measures will depend on core
competencies, cost, skills and
productivity
Innovation and Learning
How can a firm improve constantly and
improve the value creation?
– Look forward; see how the
company can do to satisfy future
market
Performance measures include time-to-
market new products and the revenue
from the same
Financial Perspective
– How do firms create value for
shareholders
– The traditional reporting perspective
must not be overlooked
– Market share and sales growth are
included;
– Measure like value-added and
shareholder value analysis must be
included
Triple Bottom Line:
1) People: One way of looking at people is ‘the employees’, who need their proper wages, humane working conditions; the other way of looking at ‘People’ is the Community. What do you give back to the community?
2)Planet: Firms trying to reduce their ecological footprints by reducing waste, effective use of resources, using renewable energy
3) Profit: Every business wants to earn profit; this said, it cannot be opposed to people and planet; IKEA: an example that sells recycled products
Corporate governance requires risk to be addressed in a structured manner.
Risk can be:
– Environmental risk: complex production processed such as use of toxic chemicals that can harm the environment
– Operational risk: errors may occur at every stage of production; when you are forced to control the cost, then
– Quality risk: failing to design properly, not following policies and procedures and failing to support customers can be risky to the business
– Reputational risk: reputation and brand name are very important because customers buy based on the trust; protecting the reputation is vital
– Intellectual Property Risk: more difficult to manage than physical assets; can be more easily stolen
– Financial reporting risk: not providing clear and accurate information, misreporting information can cause a business very heavily
Risk Management System- helps in:
– Risk identification
– Risk classification: can be insignificant, minor,
moderate, major, catastrophic
– Measuring and monitoring risk
– Managing risk such as: avoidance, reduction, transfer
and acceptance
Management Theories and Fashions
-A manager will always be looking for ideas and theories to deal with the constant changes and challenges. A manager should look closely at what is published and promoted and ask the following:
-Does it address problems which are important to my organisation?
-Do the proposed practices seem reasonable, given my own experience of management?
-What evidence is put forward to support the claims of the new ideas? How feasible are the new practices?
Causes and consequences of managerial failure in rapidly changing organisations
-Management of change is now critical to organisational
survival.
-Organisations are now forced to constantly adapt to remain
competitive and survive.
-Managers at all levels must respond and improve performance
they need results.
-Business success or failure has been linked to the competence
and performance of managers.
-Many managers do not have the expertise or capability to
change.
Causes and consequences of managerial failure in rapidly changing organisations
-Previous studies have focused on the success and failures of CEO’s. In one study the five major causes for CEO failure were: choosing to ignore change, pursuing the wrong vision, being too closely connected to the company, exhibiting executive arrogance, relying on past formulas for success.
-This study focuses on managers at all levels – 1040 managers from 100 organisations all experiencing ‘large scale organisational change’ – 22% were top level managers, 40% middle managers, 38% frontline managers.
-What are the top 10 reasons for managerial failure?
Causes and consequences of managerial failure in rapidly changing organisations
Ineffective communication skills/practice 81%
Poor work relationships/interpersonal skills 78%
Person/job mismatch 69%
Fail to clarify direction/performance expectations 64%
Failing to adapt and break old habits quickly 57%
Delegation and empowerment breakdown 56%
Lack of personal integrity and trustworthiness 52%
Unable to develop cooperation/teamwork 50%
Unable to lead/motivate others 47%
Poor planning practices/reactional behavior 45%
An extract from Gareth Morgan’s Images of Organisation
Morgan encourages readers to look at organisations in a different way in an attempt to better understand them. Morgan proposes eight metaphors to capture the different types of organisations that exist.
Think about your organisation for Assignment One and analyse it according to the different metaphors drawn from Morgan’s Images of Organisations. Discuss your organisation and metaphor on the Discussion Forum, and how this metaphor may impact on the behaviour and operations of the organisation.
Morgan’s Images of Organisations
Morgan’s Images of Organisations
Machine view which dominates modern management thinking and which is typical of bureaucracies – we structure and rationalise everything that we do. (things need fixing when going gets tough)
Organismic view which emphasises growth, adaptation, satisfaction of needs and environmental relations. (adapt to grow and survive; moving to a more biological view than mechanistic view)
Images of the brain see organisations as information processors focused on organisational learning. Organisations as cultures based on values, norms, beliefs, rituals and so on. (rigidity can trap people)
In political organisations interests, conflict and power issues predominate. (important role that power plays). Some organisations are psychic prisons in which people are trapped by their mindsets (unconscious).
Organisations of flux are continually moving and can adapt, transform and change. Some organisations are instruments of domination with the emphasis on exploitation and imposing your will on others.
Management’s Three Eras
Introduces organisations as machines – refer to Morgan’s Images of Organisations.
Three ‘ages’ of management since the industrial revolution:
Execution – mass production, efficiency, consistency, predictability
Expertise – theories of management, information, knowledge
Empathy – meaningful experiences, equality, valuing staff and customers
MGMT6012
Management Perspectives
Week 3, T3 2019
Assessment One – Proposed Structure
You have some flexibility with the structure for this assignment but once you have read the assessment brief and rubric you will see that we need the following:
Executive Summary (not included in the word count).
Introduction: what this report is about, a very brief introduction to the organisation, why you chose the organisation, and any relationship you have with the organisation.
Research Methodology: a summary of the methodology you embraced for this assignment including case study methodology and the use of naturally occurring data.
Vision and Values of the Organisation: include vision or mission of the organisation, their values, an insight into their culture and management style using Morgan’s metaphors.
Organisational Theory: can you find any evidence of management theory from Module 1 at the organisation? Can you find any information on their organisational structure, chain of command and channels of communication from Module 2?
Ethics and Diversity: Can you find any evidence of ethical practice (good or bad)? Has the company embraced diversity (Module 3)?
Conclusion: what are your views on the management of the organisation? Have they embraced organisational theory? Are they living their values? Do you have any recommendations?
Naturally Occurring Data
The more information a manager has, and the better the quality of that information, the better the decisions that the manager can make. Information can be sourced from two areas – what is happening outside and inside the organisation (the external and internal environments).
Experienced managers acquire much of their information in their day-to-day activities – this is a form of naturally occurring data. The key requirement is to acquire information which fits the need of the current situation.
We are now experiencing rapid change in business and so the manager cannot rely on previous experience, and should revaluate the kinds of information they need on a regular basis.
Naturally Occurring Data
Obtaining information can be unethical or illegal
Operational Information (short term, day to day) v Strategic Information (long term, the future)
Frameworks for gathering information:
– SWOT (strengths, weaknesses, opportunities, threats)
– The balanced scorecard (4 perspectives – financial, internal, customers, innovation & learning)
– The stakeholder model (understand the needs and preferences of all stakeholders)
Naturally Occurring Data
External Environment Task Environment Internal Environment
Technology Customers Employees
Economic Competitor Products Processes
Social Competitors
Political
Legal
Naturally Occurring Data
Using the Information:
1. Assess the Information – is it useful? If yes, filter and then discard any oversupply.
2. Combine Information – multiple sources, motivations
3. Analyse the Information – what are the full implications of the information?
4. Pass the analysis over – share it with the appropriate people to action.
Module 2
Module One looked at the function of management and the use of metaphors to understand organisations.
In Module Two we look at the structures that are evident in organisations, the channels of communication, the direction in which communication flows, the chain of command and centres of power in the organisation.
SA Health Organisational Chart
Organisational Structure
‘One can define organisational structure as a system of tasks, reporting relationships and communication linkages.’
‘The purpose of the organisational structure is to direct resources according to plans and schedules, facilitate information flow and provide an intrinsic level of control.’
‘The right structure will help maintain stability and a degree of certainty and control in the organisation, which helps to protect the organisation in the face of environmental uncertainty.’
Six dimensions of Organisational Structure – Child
1.Allocation of tasks and responsibilities (division of labour, specialisation).
2. Formal reporting relationships (levels of hierarchy, spans of control, chain of command).
3. The grouping of individuals into teams/sections/units/departments/divisions.
4. Systems to ensure effective information dissemination (communication), integration of effort and participation by employees in decision-making process.
5. Delegation of authority (power to make decisions, control, monitor performance).
6. Performance appraisal and reward systems (to motivate employees).
Traditional Structures
Traditional structures are focused on the division of labour into groups of people working together. This process of departmentalisation has resulted in three types of structures:
Functional: resources are grouped or allocated based on function – for example accounting, engineering, marketing.
Divisional: resources are grouped or allocated based on broader dimensions – for example location or outputs.
Matrix: a hybrid of functional and divisional structures to focus resources – employees in this structure end up with two bosses.
(Some bring out a fourth type called administrative structure)
PAFC Structure
CEO
Chief Operating Officer
GM Community
GM Licensed Venues
GM
Events
GM Retail
GM Corporate
GM Marketing
Senior Coach
Laureate University (Australia and NZ) Organisational Structure
Matrix Stucture A
Matrix Structure B
Traditional Structures
Traditional structures can be defined in terms of complexity, centralisation and formalisation.
Complexity – how differentiated or broken down into parts the activities are with an organisation:
1. Horizontal Differentiation – number of different specialisations and sub-cultures
2. Vertical Differentiation – the depth of hierarchy (layers) in the organisation
3. Spatial Differentiation – how physically or geographically spread out are the people
Centralisation – the degree to which decision making is concentrated at one point in the organisation.
Formalisation – the degree to which jobs have been routinised and prescribed (standardised).
Benefits of Structure
Division of labour
Allocation of work/tasks to meet organisational goals
Allocation of resources
Grouping of people with similar skills, qualifications, values, subcultures
(strengths?)
Reporting relationships
Communication channels
Accountability
Recognition and Reward
Evolution of Structure (Mintzberg)
Structure can change, and should evolve. Five basic structures:
– A simple structure with direct supervision (the founder).
– The ‘machine’ bureaucracy – standardised work processes and
supervision.
– The professional bureaucracy: more qualified staff, expertise &
knowledge.
Divisionalised form based on outputs, separate controls and systems.
Adhocracy: a system of flexible, informal organisation & management in place of rigid bureaucracy (a combination of adhoc, reactive behaviour and bureaucracy)
New Developments
Structural innovation is an important part of productivity improvement and responding to change.
Adhocracies – as discussed – usually project based, flexible, informal (opposite to the rigid bureaucracy).
Networks or Virtual Organisations – operate with a central core linked through networks of relationships including external contractors/suppliers.
Flatter Organisations – reduced levels of hierarchy to increase efficiencies and reduce labour costs; brings senior management and employees closer but increases the span of control of individuals within the organisation.
Networks or Virtual Organisations
Designed for both stability and dynamism
Network of teams within a people-centered culture that operates in fast learning and decision cycles enabled by technology
Adds velocity and adaptability to stability
Creates a critical source of competitive advantage in volatile, uncertain, complex conditions
Source: https://www.mckinsey.com/business-functions/organization/our-insights/the-five-trademarks-of-agile-organizations
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Agile Organisation
The Agile Organisation
Quickly evolving environment: stakeholders’ demand patterns are evolving rapidly; competitors and collaborators demand action to accommodate fast-changing priorities
Constant introduction of disruptive technology: Businesses and industries are replaces through innovation, digitization and automation; egs.: Internet of Things, robotics, AI
Accelerating digitization and democratization of information: Increased volume, transparence and distribution of information demands organisations to engage in multidirectional communication with customers, colleagues and partners
New war for Talent: creative knowledge and learning-based tasks are becoming increasingly important; organisations need a distinctive value proposition to acquire, retain the best talent which is often more diverse with different thoughts, experience
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Disruptive Trends challenging the old paradigm
Agile organisations have 70% chance of being in the top
Best indicator of long-term performance
Simultaneously achieve greater customer centricity, faster time to market, higher revenue growth, lower costs and better engaged workforce
Examples:
A global bank reduced its cost base by 30%, significantly improved employee engagement, customer satisfaction, time to the market
A basic materials company achieved continuous improvement among manual workers; there was an approx. 25% increase in effectiveness and 60% decrease in injuries
source:
https://www.mckinsey.com/business-functions/organization/our-insights/the-five-trademarks-of-agile-organizations
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More about agile organisations….
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5 trademarks of agile organisations
The three most commonly observed agile types are:
Cross-functional teams deliver ‘products’ or projects, which ensure that the knowledge and skills to deliver desired outcomes reside within the team.These teams typically include a product or project owner to define the vision and prioritize work.
Self-managing teams deliver baseload activity and are relatively stable over time. The teams define the best way to reach goals, prioritize activities, and focus their effort. Different team members will lead the group based on their competence rather than on their position.
Flow-to-the-work pools of individuals are staffed to different tasks full-time based on the priority of the need. This work method can enhance efficiencies, enable people to build broader skillsets, and ensure that business priorities are adequately resourced.
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Different Types of Agile building blocks
Improved quality: solutions on time with higher client / customer satisfaction
Focus on Business Values: delivering strategic business values involving business stakeholders in the development process
Focus on Users: focusing on the needs of the users it delivers increasing value and provides grounds to beta test products
Stakeholder engagement: multiple opportunities for stakeholder and team engagement; higher degree of collaborations
Transparency: requirement that customers see a work in progress in exchange for transparency
Early and predictable delivery: new features help with timely and predictable delivery; software delivered earlier than planned
Predictable costs and schedule: cost is predictable and limited to the amount of work that can be performed by the team in the fixed-schedule time box
Allows for change: unlike a waterfall method, it allows for change; opportunity to constantly refine and reprioritize the overall product backlog.
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Benefits of agile methodology
People’s behavioral change
Lack of skilled product owners
Lack of dedicated cross functional teams
Source; https://www.blueprintsys.com/agile-development-101/agile-benefits-and-challenges
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Challenges- agile methodology
When there’s freedom, there’s happiness.
When there’s happiness, there’s the right mindset.
When there’s the right mindset, there’s productivity.
And when there’s productivity, it leads to Growth.
Work places shouldn’t be a Cage filled with unhappy humans but a place they can also call home.
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Did you know?
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