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MANAGEMENT REVISION (W4: POWER (SOURCES (Expert (:warning: Most effective…

- - - - A person's relative standing in a group based on prestige & having other ppl to defer to him/ her
      - By understanding power thru observing actors, learning from their modelled behaviour we can learn keys to power use in the organisation
      - Power: There are more ppl who inconvenience themselves on your behalf than there are ppl on whose behalf you would inconvenience yourself. Look at their furniture (chair, office, preferred view), time (amount of time u spend for each person), stand-by (having ppl wait to see u)
    - - POWER - ability to help others
        
        Ability to get placements for favoured employees (get promotion for your fav employees)
        
        Exceeding budget limits. eg: in a project, the expense exceed => the boss may say it's fine.
        
        Ability to intercede(hoa giai) for someone in trouble
        
        Procuring (kiem dc) above-average raises for employees.
        
        Raise issue in meetings, getting items on the agenda at meetings: decide what to discuss, what not
        
        Access to early information than anyone else. eg: they knew downside is happening or sth is happening
        
        Having top managers seek out their opinions
      - POWERLESS
        
        Managers: Assign external attribution - Blame others or environment, they dont wanna be the only one to be blamed by executer
        
        Staff Professionals
        
        Resistance to change - they only have power over employees and not organisation
        
        Turf protection
        
        Top executives
        
        Top-down communication - a sign that they dont wanna hear what employers say
        
        Punishing behaviours - when they dont have any other actions
        
        Budget cuts - dont have power to exceed budget
        
        First-line supervisors
        
        Overly close supervision - micro managers no ability to cover up for ou if u do sth wrong
        
        Inflexible adherence to rules
        
        Do your jobs rather than training you
  - - - Ability
        
        To control the allocation of rewards valued by others
        
        To remove negative sanctions (hinh phat)
      - Operates
        
        Downwards: ppl from above position
        
        Upwards: depend on employees,
      - Eg: The person is able to give special benefits or rewards to ppl => you find it advantageous to trade favours with him or her
    - - Ability to apply punishment. if some one hold something that has power over u, any action i want to take u have to take that action
      - Operates
        
        Upward
        
        Downward
      - Include Peer Pressure. Workers on strike,... if u not in agreement with this we not gonna like u , If you not part of union, you cant get the jobs in specific organisation
      - Eg: The person can make things difficult for ppl and you want to avoid getting him or her angry
    - - Based on
        
        Jobs description
        
        Mutual agreement from those expected to abide by this authority
      - Power range (zone of indifference) is higher in high power distance cultures
      - Agreement that ppl in certain roles can request certain behaviours of others.
      - Eg: Mulyadi is a lecturer and also chief examiner --> He has the power to fail you and change exam policy cuz chief examiner has the right to do that => the person has the right to expect you to comply legitimate requests.
    - - Individual's/ Work unit's capacity to influence others by prossessing knowledge or skills that they value
      - The person has knowledge and experience to earn your respect and you defer(lam theo) to his or her judgement in some matters
      - Eg: Mulyadi wants a new contracts with Monash by going to negotiating table, he has been doing MGC101 for awhile, no one can do this as well as handle students => If he quits , no one can do => Expert power => He can ask for sth benefits him and Monash
      - Employees tryna gain expert power over companies in knowledge economy
      - :warning: Most effective power base
        
        Transfer vital skills, abilities and knowledge within the organisation
        
        Employees internalise what the observe and learn from managers they consider 'expert' => social learning theory look at how managers and top position ppl behave
        
        Easiest to build thru day to day work
        
        Strongest relationship to performance and satisfaction
    - - Occurs when others like or respect the person
      - Associated with charismatic (thuyet phuc) leadership
      - Eg: Someone you likes request you to do certain things, you will likely say yes bc u like them
- - - - Developed an understanding of groups in the workplace, groups dynamics
      - Cooperation: Manager's job is to help ppl cooperate with one another
      - Is a social worker turned management consultant
      - Pioneered constructive conflict: conflict is not necessarily bad. - "Unity, not uniformity, must be our aim. We attain unity only thru variety. Differences must be integrated, not annihilated, not absorbed."
    - - Illumination Study: The mere practice of observing ppl's behaviour tends to alter their behaviour
      - Relay Assembly Test Room Study: - Relationship between workers and their supervisors are powerful. Human interrelationships increase the amount and quality of worker participation in decision-making
      - Interviewing program
        
        Demonstrated powerful influence of upward communication
        
        Workers were asked for opinions, told they mattered, and positive attitudes toward company increased
      - Bank Writing Room Observation Study: Led future theorists to account for the existence of informal communication
      - Shows: people's feelings, relationships with co-workers and with work group are important to management
  - - - Motion study: Breaking each task or job into its separate motions then eliminate those that are unnecessary or repetitive
      - Time Study (Taylor): Timing how long it took for good worjers to complete each part of their jobs.
    - - Introduced the idea of scheduling work: producing time charts and planning activities
      - Providing managers with detailed planning info
      - Taylor's protege (protector) and subsequently associate
      - Pay for performance (Doubling productivity) as well as rewarding training
    - - Work habits of labourers
        
        Determining that there is one best way to load these iron
        
        4 PRINCIPLES
        
        Develop a science for each element of work, includes rules of motion, standardized work processes and proper working conditions.
        
        Carefully select workers with the right abilities for the job
        
        Carefully train workers to do the job and give proper incentive to cooperate
        
        Support worker by planning their work and by smoothing their way as the go about their job
        
        Observing labourers loading iron one onto railroad trucks
- - - - Continuously changes and improves using the lessons of experience
      - Core ingredients
        
        Mental models when everyone is able to set aside the old way of thinking to approach new problem with new way of thinking
        
        Personal mastery When everyone become self-aware and opened to other ppl
        
        System thinking when everyone know how organisation works
        
        Share vision: When everyone understand and agree plans of action
        
        Team learning: When everyone works tgt to accomplish the plans
      - Organisational ambidexterity
        
        Exploitation using and maximising current resources and capabilities efficiently
        
        Exploration searching for, acquiring and developing new resources and capabilities for the organisation
        
        Ambidextrous organisations strike a balance between, and are able to utilise both exploitation and exploration to meet demands and adapt to changes within environment at the same time
    - - Knowledge management is the process thru which organisation use intellectual capital for competitive advantage
      - Intellectual assets
        
        Patents
        
        Intellectual property rights
        
        Trade secrets
        
        Special processes and methods
        
        Accumulated(tich luy) knowledge and understanding of entire workforce.
      - Explicit knowledge: is codified and shared with others thru dialogue, demonstration or media
  - - - Creation and storage of transactional data (ie product inventories, sick days) can expose to variability and boost performance. eg: what might impact us
      - Narrower segmentation of customers -> provide tailored service.
      - Unlocking significant value & efficiencies by making info transparent ( trong suot). there are info that are not captured, there are only few info are in digital format
      - Improved decision making process, minimising risks and unearthing insights
      - Develop next generation products & service
    - - Bristol-Myers Squibb is a global pharmaceutical company, reduced the time it took to run clinical trials by 98% by using Amazon Web services (1 of biggest online transaction) -> Length of clinical studies reduces from 2.5 to 1.7 years and cost savings $500,000 per study ==> they can have more clinical trial which is very important
      - Xerox Corporation: Uses big data to reduce attrition rate among call centre workers by 20% - Spends $5000 on training per employee with 48,000 employees in call centres. ==> Throu big data, they discovered that creatice types (personality) tends to stick around for more than 6 months but inquisitive (to mo) ppl dont. ==> Uses software for hiring decisions
- - - - " There is one and only one social responsibility of business - to use its resources and engage in activities designed to increase its profit as long as it engages in open and free competition, without deception or fraud"
    - - Argue that organisation have a social responsibility
      - Managers' duty is to balance the financial interest of shareholders with employees, customers and local community
      - Even if this reduces shareholders returns
  - - - Specific environment
        
        Include ppl (employees, suppliers, customers, shareholders, competitors, labour union) and groups (Political parties, educational institution, financial institutions, public-interest groups, legal institution) with whom an organisation interacts.
        
        is often described in terms of stakeholders - the individuals, groups and institutions who are affected in one way or another by the organisation's performance.
      - Environmental uncertainty
        
        When it is high
        
        Managers needa direct more attention toward external environment
        
        Need for greater flexibility and adaptability within the organisation.
        
        When rate of change in environment is high with complexity of environment is high & low
        
        IS the lack of complete info about the environment
      - General environment
        
        Social-cultural conditions : General state of prevailing (chiem uu the) social values on matters (human rights, trends in education, demographic patterns, related social institutions --> managing workforces, customers.
        
        Political-legal conditions: include laws & government regulations & general state of prevailing philosophy and objectives of the political parties... --> cant see but have massive impact on how managers manage the organisation
        
        Economic conditions: General states of the economy (inflation, income level, GDP, unemployment, economic health- level of happiness of employees)
        
        Technological conditions: General state of the development and availability of technology (scientific advancement)
        
        Consists of all background conditions --> forms a general context for managerial decision making.
        
        Natural environment conditions: General state of nature and conditions of natural environment (levels of public concern expressed thru environmentalism)
    - - Specific Capabilities: Difficult to imitate, are of the value of customers and better than those possessed by majority of competitors.
      - Dynamic Capabilities: Physical advantage ( advantageous location), organisational (outstanding sales force), and human (expertise in a specialised field)
      - Companies need capabilities to compete, survive and thrive