GMS 200 Lecture Notes - Lecture 1: United Nations Global Compact, Strategic Management, Marketing Strategy

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What are known to others
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what are unknown to others
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Around you
Self awareness
Fast paced
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Changed and improved what you do
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Global- think about how you fit in on the international scene -
is your organization relevant?
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Respect, empowerment, participation, involvement,
teamwork- must emulate this in your time here at Ryerson
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Develop your talents - knowing what they are is key!
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Concepts chapter 1
Intellectual capital = competency X commitment
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Knowledge worker
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Workforce diversity - gender, age, race, ethnicity, religion,
sexual orientation
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Prejudice, discrimination, glass-ceiling leads to under utilized
human capital and other negative effects on the workplace,
society, the world
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Globalization worldwide interdependence of resource flows,
markets and business economy.
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Many other views on globalization - multi-dimensional and not
just economic as the text suggest
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Technology is a strong factor ( thomas fredman's the worlds
flat is commonly cited
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Ethics is intertwined with business success. Enron (bankrupt) is
a classic example of what not to do
Ethics is key to leadership success and for the organization
leaders must be the example.
You, your organization and your workplace
Pg. 3
The specific environment, also called the task
environment, consists of the actual organizations,
groups, and persons with whom an organization interacts
and conducts business. Members
of the specific environment are often described as
stakeholders, the persons, groups, and
institutions affected in one way or another by the
organization's performance." Stakeholders
are key constituencies that have a stake in the
organization's performance; they are influenced
by how it operates, and can influence it in return. Figure
1.5 shows that the important stakeholders
for most organizations include customers, suppliers,
competitors, regulators, and investors/
owners as well as employees. Note also that "society at
large- and "future generations" are part
of the stakeholder map.
Stakeholder map
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Background conditions in the external environment of
organization including
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SLENT
Socio- cultural
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Noms, customs, social values
Legal-Political
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Philosophy /objectives of political party running the government
Economic
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Health of economy
Natural environment
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Nature and conditions of environment
Technologies
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Development and availability of technology
General environment of organizations
Credit unions: non-profit making money companies that give out sums of money at low interest rates.
Eg. Vanity, meridian
Your Management process :
Planning - set objectives and how to accomplish them
Organizing - assign tasks, allocate resources, coordinate work activities
Leading - build enthusiasm, inspire to achieve goals
Controlling - measure performance, take action
SLENT
Mintzberg's 10 managerial roles
Monitor
1.
Disseminate
2.
Spokesperson
3.
Informational - exchange and process information
Figurehead
4.
Leader
5.
Liaison
6.
Interpersonal - interact with people
Negotiate
7.
Handle disturbances
8.
Allocate resources
9.
Entrepreneurship
10.
Decisional Roles
Global Management chapter 1 Introducing Management
September-09-15
4:51 PM
GMS chapter 1 Page 1
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Data does not = Information
Timely - deadlines are met
1.
High quality -info used with confidence
2.
Complete - current and up to date
3.
Relevant - appropriate for the task
4.
Understandable - clear
5.
5 criteria for useful information
Quality Decisions Need Good Information
Your Competencies:
Computer Competency - use computers to their best advantage
1.
Information - use technology to locate retrieve, embrace, organize and analyze information
2.
POLC advantages of IT
Planning: More timely access to useful information
Organizing: all parts informed and coordinated
Leading : frequent, better communication with stakeholders, objectives stay clear
Controlling: timely performance information for correction.
Ways of thinking
Systematic - rational; step by step ; analytical; break problem down into small components; plan
before action; search for information
Intuitive - flexible; spontaneous, creative, quick and broad evaluation, many possible courses of
action; deal with many aspects of a problem at once; facts are limited, no precedents
Multi-dimensional - view many problems at once in relationship to each other, across short and long
Your Role as a Manager
GMS Chapter 13 Information and Decision Making
September-16-15
4:34 PM
GMS chapter 13 Page 2
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Multi-dimensional - view many problems at once in relationship to each other, across short and long
time horizons
Cognitive styles
Sensation thinkers - impersonal, facts, clear goals, like certainty and high control
Sensation feelers - facts and feelings/values, realistic, open communicators
Intuitive thinkers - abstraction, unstructured situations idealistic, intellectual, avoid details
Intuitive Feelers - broad, global issues, insightful, avoid details, value flexibility and human
relationship
Certain Environment : Offers complete information on possible action alternatives and their
consequences
Risk Environment : Lacks complete information but offers " probabilities of the likely outcomes for
Possible action alternatives
Uncertain environment : Not enough information to assign probabilities to likely outcomes and
alternatives
Decisions Errors and traps
Heuristics - strategies for simplifying decision making ( rule of thumb)
Availability heuristics - decision based on recent info or events (eg. Memory)
Representativeness heuristic - decisions based on similar situations (eg. Stereotypes)
Anchoring and adjustment heuristics: decisions on incremental adjustments from a prior decision
point.
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