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Mgmt 446 FINAL
| Question | Answer |
|---|---|
| engineering approach - who | fredrick taylor |
| engineering approach - what | tasks that maximize output and have minimum resources |
| engineering approach - types of jobs | highly specialized (bank tellers, telephone operator) |
| engineering approach - benefits | low costs easily trained |
| engineering approach - disadvantages | critics suggest that it ignores social and psychological needs |
| motivational approach - who | herzberg hackman and oldham |
| motivational approach - what | views effectiveness of org activities as a function of member needs/satisfaction |
| diversity results from | people who bring different -resources -perspectives -preferences -needs -expectations -lifestyles |
| external & internal pressures for and against diversity | managements perspectives & priorities strategic responses implementation |
| examples of what stores are doing to make diversity-friendly values and practices into culture of org | Age - "store clerk" job was redesigned to eliminate heavy lifting Disability- Blue Cross Blue Shield supervisor learned sign language |
| stress & wellness costs | $300 billion |
| what employers can do to eliminate stress | prevent negative stress outcomes which can lead to withdrawal behaviors and increased costs |
| johnson & johnson (stress & wellness programs) | -in house treatment programs related to alcohol, drug abuse, marital, family, emotional, and mental health difficulties (EAPs) 90% of all domestic employees had direct access to an EAP |
| intuitive order | 1. vision 2. direction 3. strategy 4. commitment/people |
| counter-intuitive | 1. people in ("on the bus") 2. people out ("off the bus") 3. vision 4. strategy |
| three truths | 1. "who" rather than "what" allows flexibility 2. right people means less time motivating 3. wrong people will not allow for greatness |
| bank of americas strategy v. wells fargos strategy | BOA: "weak generals, strong lieutenants" (weak upper management, strong workers) Wells: CEO Cooley built one of the most talented mgmt teams in industry |
| walgreen v. eckerd | eckerd: -picked right stores -right locations -no succession planning -no executive, lots of helpers -strategy in Eckerd's head Walgreen: -picked right people to hire -right people/right seats -rigorous succession planning -strategy discussed |
| relationship between executive compensation and the process of going from good to great? | no relationship |
| what should the role of compensation be? | keep the right people on the bus |
| three practical disciplines | when in doubt, don't hire when you need to make a people change - act put your best people on your biggest opportunities, not your biggest problems |
| hedgehog concept | fox: many things at the same time (often missing the big picture) hedgehogs: focus on a single organizing idea |
| 3 parts of hedgehog concept | what are you passionate about? what can you be the best in the world at? what drives your economic engine? |
| 2 things that had no impact | strategy industry |
| how long did it take good-to-great companies to get the hedgehog concept? | four years |
| walgreens - hedgehog concept | goal: best, most convenient drugstores with high profit/customer visit replaced inconvenient locations with convenient ones clustered stores (closer for walking) one hour photo drive-thru pharmacy |
| organizational transformations | interventions that change the basic character of organization |
| org transformations result from | -industry discontinuities -product life cycle shifts -internal company dynamic |
| 3 kinds of org transformation interventions | 1. organizational learning and knowledge management 2. culture change 3. self design |
| organizational learning & knowledge management intervention | empowered members take responsibility for strategic direction |
| organizational transformation - culture change intervention | culture impacts: -strategy formulation and implementation -ability to achieve high levels of performance -some doubt large firms can bring about change in culture (estimate 6 to 15 years) |
| Alberto Culver - org transformation: culture (7 year culture change effort) | Performance in core bus. suffered Survey to employees found culture was not aligned w/ changing bus. needs Committed influential top mgrs Mgmt restructuring Explicit values New Roles & Practices Increased sales & pretax profit gains after 7 years |
| Diagnosing Org Culture | -behavioral approach -competing values approach -deep assumptions approach |
| Diagnosing Org Culture: Behavioral Approach | surface level of org culture practical approach --> observable behaviors ex: support the boss, guard your turf |
| Diagnosing Org Culture: Competing Values Approach | "value pairs" flexibility & discretion or stability and control |
| Diagnosing Org Culture: Deep Assumptions Approach | emphasizes the tacit and shared assumptions that guide member behavior problems: subcultures, people say they hold values but actually hold different values |
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