What das it mean Leading a team?

In working to achieve business objectives, managers’ roles can be described as:

 ■ Leading

■ Managing

 ■ Doing

That is, managers may:

 ■ lead others by setting direction, giving encouragement or modeling some behavior,

 ■ manage business and people processes by planning, organizing, directing, and controlling work activities,

■ and in many cases do some of the technical or vocational work themselves.

10. What das it mean Diagnosing organizations?

Diagnosing Organizations is an effective ways of looking at an organization to determine gaps between current and desired performance and how it can achieve its goals.

 

TWO DIAGNOSTIC MODELS

 

1. Open Systems Model

2. Organization– Level Diagnosis

 

OPEN SYSTEMS MODEL

 

SYSTEM –are viewed as unitary wholes composed of parts of subsystems.It is open to exchanges with the larger environment and is influences by external forces.

6 KEYS OPEN SYSTEM PROPERTIES:

1.Environments

2.Inputs

3.Transformation

4.Outputs

5.Boundaries

6.Feedback

 

1. ENVIRONMENTS

It is everything that is outside of the organizational boundary.Ex.: Industry trends, market preferences, competitors/competition, raw materials, human capital, customer demands and government regulations.

2. INPUTS

Consist of human resources or other resources such as information, energy and materials coming into the system.

3. TRANSFORMATION

The process of converting inputs into outputs

2 COMPONENTS: 1. Social component

(People, & their work relationships); 2. Technological Component

(Tools, techniques & methodsof production or service delivery)

4. OUTPUTS

It is the result of what is transformed by the system and sent to the environment.It is the benefits that the customer accomplish asa result of using a particular product or services.

5.BOUNDARIES

The boarders or limits of the systems.

( Physical Time Social Language  Psychological Cultural)

6. FEEDBACK

It is the information regarding the actual performance or the output results of the system

 

 

ORGANIZATION – LEVEL DIAGNOSIS

 

INPUTS

 1. General EnvironmentIt consist of all external forces or elements that can influence an organization and affect its effectiveness. 2. Task environmentor industry structure ( Supplier power  Buyer power Threats of substitutes  Threats of entry  Rivalry among competitors)

 

DESIGN COMPONENT

1.Strategy represents the way an organization uses its resources toachieve its goals and gain a competitive advantage.

Mission statement– describes the long term purposeof the organization, the range of products or services offered and the social needs served by the organization’s existence. Goals and Objectives– statement that provide explicit direction, set organizational priorities, provide guidelines for management decisions and serves as cornerstone for organizing activities, designing jobs and setting standards ofachievement.

Strategic Intent– succinct label or metaphor thatdescribes how the organization achieve its goals and objectives.

2. Technology

 Is concerned with the way an organization converts inputs into products and services. ( Production methods  Work flow  Equipment)

3. Structural system

Describes how attention and resources are focused on task accomplishment. ( Division of overall work Coordination for completion)

4. Measurement systems

Methods or gathering, assessing disseminating information on the activities of groups and individual to tell us how is the performance and detect control deviants fromgoals.

5. Human resource systems

Mechanism for selecting, developing, appraising and rewarding organization members. Appraisal and Reward System

6.Organization culture is the final design component. It represents the basic assumptions, values, and norms shared by organization members.

 

OUTPUTS

3 Components: 1. Organization performance 2. Productivity 3. Stakeholder satisfaction

 

ALIGNMENT

1. Does the organization’s strategic orientation fit with the inputs? 2. Do the design components fitwith each other?Organization’s effectiveness is likely to be high when there is agood alignment.

· What das it mean Leading change?

 

"Leading change" is a term used to describe significant alterations to an existing business model, philosophy or business approach, designed to improve a company’s overall operations.

 

After diagnosis reveals the causes of problems or opportunities for development organization members begin planning and subsequently leading and implementing the changes necessary to improve organization effectiveness and performance. A large part of OD is concerned with interventions for improving organizations.

Change can vary in complexity from the introduction of relatively simple processes into a small work group to transforming the strategies and design features of the whole organization.

OVERVIEW OF CHANGE ACTIVITIES

Traditionally, change management has focused on identifying sources of resistance to change and offering ways to overcome them.

 More recent contributions have challenged the focus on resistance and have been aimed at creating visions and desired futures, gaining political support for them, and managing the transition of the organization toward them.

The diversity of practical advice for managing change can be organized into five major activities, as shown in Figure 10.1. The activities contribute to effective change management and are listed roughly in the order in which they typically are performed. Each activity represents a key element in change leadership.

 The first activity involves motivating change and includes creating a readiness for change among organization members and helping them address resistance to change.

Leadership must create an environment in which people accept the need for change and commit physical and psychological energy to it. Motivation is a critical issue in starting change because ample evidence indicates that people and organizations seek to preserve the status quo and are willing to change only when there are compelling reasons to do so. The second activity is concerned with creating a vision and is closely aligned with leadership activities. The vision provides a purpose and reason for change and describes the desired future state. Together, they provide the "why" and "what" of planned change. The third activity involves developing political support for change. Organizations are composed of powerful individuals and groups that can either block or promote change, and leaders and change agents need to gain their support to implement changes. The fourth activity is concerned with managing the transition from the current state to the desired future state. It involves creating a plan for managing the change activities as well as planning special management structures for operating the organization during the transition. The fifth activity involves sustaining momentum for change so that it will be carried to completion. This includes providing resources for implementing the changes, building a support system for change agents, developing new competencies and skills, and reinforcing the new behaviors needed to implement the changes.

Each of the activities shown in Figure 10.1 is important for managing change.

Although little research has been conducted on their relative contributions, organizational leaders must give careful attention to each activity when planning and implementing organizational change. Unless individuals are motivated and committed to change, unfreezing the status quo will be extremely difficult. In the absence of vision, change is likely to be disorganized and diffuse. Without the support of powerful individuals and groups, change may be blocked and possibly sabotaged. Unless the transition process is managed carefully, the organization will have difficulty functioning while it moves from the current state to the future state. Without efforts to sustain momentum for change, the organization will have problems carrying the changes through to completion. Thus, all five activities must be managed effectively to realize success.

 

What is good research?

Research Methods are the tools and techniques for doing research. Research is a term used liberally for any kind of investigation that is intended to uncover interesting or new facts. As with all activities, the rigour with which this activity is carried out will be reflected in the quality of the results. This book presents a basic review of the nature of research and the methods which are used to undertake a variety of investigations relevant to a wide range of subjects, such as the natural sciences, social science, social anthropology, psychology, politics, leisure studies and sport, hospitality, healthcare and nursing studies, the environment, business, education and the humanities. Just about every university course includes an element of research that students must carry out independently, in the form of projects, dissertations and theses, and the more advanced the degree, the greater the research content. In the workplace there is frequently a need to do research in order to develop or improve the business or service, while some types of businesses rely on doing research projects for their very existence. Research methods are a range of tools that are used for different types of enquiry, just as a variety of tools are used for doing different practical jobs, for example, a pick for breaking up the ground or a rake for clearing leaves. In all cases, it is necessary to know what the correct tools are for doing the job, and how to use them to best effect. This book provides you with the basic information about the tools used in research, the situations in which they are applied and indicates briefly how they are used by giving practical examples.

Research is a very general term for an activity that involves finding out, in a more or less systematic way, things you did not know. A more academic interpretation is that research involves finding out about things that no-one else knew either. It is about advancing the frontiers of knowledge. Research methods are the techniques you use to do research. They represent the tools of the trade, and provide you with ways to collect, sort and analyse information so that you can come to some conclusions. If you use the right sort of methods for your particular type of research, then you should be able to convince other people that your conclusions have some validity, and that the new knowledge you have created is soundly based.

So what can we use research to do in order to gain this new knowledge? Some of the ways it can be used one to:

· Categories. This involves forming a typology of objects, events or concepts, i.e. a set of names or ̳boxes‘ into which these can be sorted. This can be useful in explaining which ̳things‘ belong together and how.

· Describe. Descriptive research relies on observation as a means of collecting data. It attempts to examine situations in order to establish what is the norm, i.e. what can be predicted to happen again under the same circumstances.

· Explain. This is a descriptive type of research specifically designed to deal with complex issues. It aims to move beyond ̳just getting the facts‘ in order to make sense of the myriad other elements involved, such as human, political, social, cultural and contextual.

· Evaluate. This involves making judgements about the quality of objects or events. Quality can be measured either in an absolute sense or on a comparative basis. To be useful, the methods of evaluation must be relevant to the context and intentions of the research.

· Compare. Two or more contrasting cases can be examined to highlight differences and similarities between them, leading to a better understanding of phenomena.

· Correlate. The relationships between two phenomena are investigated to see whether and how they influence each other. relationship might be just a loose link at one extreme or a direct link when one phenomenon causes another. These are measured as levels of association.

· Predict. This can sometimes be done in research areas where correlations are already known. Predictions of possible future behaviour or events are made on the basis that if there has been a strong relationship between two or more characteristics or events in the past, then these should exist in similar circumstances in the future, leading to predictable outcomes.

· Control. Once you understand an event or situation, you may be able to find ways to control it. For this you need to know what the cause and effect relationships are and that you are capable of exerting control over the vital ingredients. All of technology relies on this ability to control.

Motivation

Motivation is the experience of desire or aversion…You want something, or want to avoid or escape something. As such, motivation has both an objective side – a goal or thing you aspire to – and an internal or subjective aspect: it is you that wants the thing (or wants it to go away). At minimum, motivation requires the biological substrate for physical sensations of pleasure and pain. Animals can thus want or disdain specific objects based on sense perception and experience. But motivation does not stop there. The capacity to form concepts and to reason allows humans can go beyond this minimum state, with a much greater possible range of desires and aversions.

 

Мотивация-это переживание желания или отвращения...вы хотите чего-то, или хотите избежать чего-то, или убежать от чего-то. Таким образом, мотивация имеет как объективную сторону-цель или вещь, к которой вы стремитесь – - так и внутренний или субъективный аспект: это вы хотите, чтобы вещь (или хотите, чтобы она ушла). Как минимум, мотивация требует биологического субстрата для физических ощущений удовольствия и боли. Таким образом, животные могут хотеть или презирать определенные объекты, основанные на чувственном восприятии и опыте. Но мотивация на этом не останавливается. Способность формировать понятия и рассуждать позволяет человеку выйти за пределы этого минимального состояния, с гораздо большим возможным диапазоном желаний и отвращений.