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Weeks 5 -12 (Week 9: Critical perspectives on management and organisations…

- - - - Misrepresentation of membership
    - - Disclosure of non-membership
  - - - Employer expectations and beliefs
    - - Owns expectations and beliefs
- - - - Self-aware individuals
        
        deep understanding of
        
        strengths
        
        weaknesses
        
        needs
        
        drives
      - identifying self-aware individuals
        
        speak openly about emotions
        
        frank in admitting failure
        
        recognise limitations and strengths
    - - not bound or controlled by their feelings
      - Why does self-regulation matter?
        
        Leaders in control of their feelings are more likely to create trusting and inclusive work environments
        
        In highly volatile environments where one’s adaptability dictates survival and success, self regulations enhances one’s adaptability to change
        
        Can lead to greater integrity in leaders
    - - desire to achieve beyond expectations
      - better equiped to deal with failure
      - strong passion for what they do
  - - - considering other's feelings
      - why empathy?
        
        increasing reliance on teams
        
        rapid rate globalisation
        
        war on talent
    - - allows competency in other dimensions to be employed
      - ‘managing relationships’
      - Being friendly
      - Those with strong social skills:
        
        Wide network within and outside organisation
        
        Find it easy to establish common ground with a diverse range of people
  - - - product of the brain's limbic system
    - - increases with age
      - age does not guarantee emotional intelligence
      - desire and commitment from learner
- - - - Best decision given the constraints
    - - accumulated judgement
      - rational process based on experience
    - - Constraints limit perfect decisions
      - Consistent, value-maximising
  - - - Issues are easily defined
        
        handled by a routine approach
    - - new issues and problems requiring a tailored approach
  - - - Time Consuming
    - - More ideas
- - - - Influences people and has managerial authority
    - - Trait
        
        Born not trained
      - Contigency
        
        Leadership depends on variables
      - Behavioural
        
        Leaders are trained
  - - - Provides direction
      - Reduces uncertainty
      - Minimizes waste
  - - - monitoring, comparing and correcting performance
    - - Employee empowerment
      - Protects the organisation and it's assets
      - Link between 4 functions
    - - 1.Measuring
        
        How?
        
        Personal observation
        
        reports
        
        What?
        
        employee satisfaction
        
        turnover
        
        budgets
      - Comparing
        
        acceptable range of variation
      - Take managerial action
        
        correct actual performance
        
        Immediate
        
        Actual
        
        Revise the standard
        
        too high or too low?
  - - - Work specializations'
      - Departmentalization
      - Chain of command
      - Span of control
      - De/ Centralisation
    - - Mechanistic
        
        High specilisation
        
        Rigid departmetisation
        
        High chain of command
        
        Narrow spans of command
        
        Centralised
      - Organic
        
        Cross functional teams
        
        Free flow of information
        
        Wide span of control
        
        Decentralised
        
        Low formalisation
- - - - individual participation/ managerial participation/ organisational participation
  - - - It is important that businesses have strategies
        in place to avoid this from happening and encourage diversity
  - - - overcoming the glass ceiling
        
        Changing societal norms around the role of women and eradicating gender bias
        
        Eliminating the stigmatisation of men who choose to stay home for family reasons
        
        Introduction of paid-parental leave schemes, especially for men that goes beyond ‘one week’
        
        Introducing gender quotas for company boards
- - - - Beginning of career
      - Mid-career
      - End of career
- - - - directional work family conflict
        
        strain
        
        behaviour
        
        time
      - factors influencing work family conflict
        
        work
        
        individual
        
        family
        
        public policy
    - - Measure of happiness, psychological, emotional and mental state
        
        Why is it important?
        
        increased retention rates
        
        better ability to attract quality candidates
        
        Improved productivity, quality of work,overall morale and appreciation of the organisation
        
        more likely to avoid high costs associated with absenteeism, injury and illness
        ,
    - - family support
      - work support
      - problem focused coping
    - - increasing work intensity,load, and hours, especially among professionals
      - Lack of job security
      - Advancements in technology
      - Rise in dual-income/ career families
      - Ageing population (i.e. elderly dependents)
      - Stagnant gender norms pertaining to work and non-work domains
- - - - violence at community level
      - Levels of unrest and corruption at country level (negatively)
      - Level of peace (positively)
      - Attitudes and behaviours of employees both within and outside the organisation
    - - perceptions of self efficacy and self control
        
        lack of opportunities to exercise employee voice can lead to a decline in motivation and withdrawal
      - cognitive dissonance
        
        difference between behaviors and beliefs
      - perceptions of procedural justice
        
        Lack of employee input may lead to a decline in job satisfaction
    - - perception of procedural justice
      - Perceptions of self-efficacy and self-control
      - Cognitive dissonance
      - Feelings of helplessness, apathy, and anger
    - - Community engagement
      - Affective states
      - Cognitive states
      - Behavioural states