Class Notes (806,741)
Canada (492,424)
York University (33,491)
Management (455)
MGMT 1000 (98)
Jean Adams (90)


9 Pages
Unlock Document

York University
MGMT 1000
Jean Adams

MGMT 1000 LECTURE NOTES: WEEK 6-9 + 11 WEEK 6: BALANCING FINANCIAL EXPECTATIONS: CORPORATE SOCIAL RESPONSIBILITY & SOCIAL ENTREPRENEURSHIP LINEAR THINKING - Breaking down a situation into a step by step solution When we fin linear approaches to complex problems we create more problems because we miss a broader interconnection. Watch for: linear thinking dominating all kinds of decision making situations are so complex and changing that linear thinking doesn’t work Holistic or systemic approaches need to be used. Linear thinking results from poor understanding of situations, political pressures, ignorance and lack of education in decision making. - people look for easiest solutions - so, side effects ( bigger picture) are ignored - therefore, solution creates more problems. Making a difference. - where are the linear thinking problems coming from? - what are the negative consequences? - what needs to be changed to create a better system? VICIOUS LOOPS - destructive actions lead to more destructive actions CSR Corporate social responsibility is about the integration of social, environmental, and economic considerations into the decision-making structures and processes of business. Complying with the law but also by taking account of society’s needs and finding more effective ways to satisfy existing and anticipated demands Pros: stronger financial performance and profitability through operational efficiency gains improved relations with the investment community and better access to capital enhanced employee relations that yield better results respecting recruitment, motivation, retention, learning and innovation, and productivity stronger relationships with communities and enhanced licence to operate improved reputation and branding SOCIAL ENTREPRENEUR 
 A social entrepreneur is someone who recognizes a social problem and uses entrepreneurial principles to organize, create, and manage a venture to make social change (a social venture). Social entrepreneurs are individuals with innovative solutions to society’s most pressing social problems. They are ambitious and persistent, tackling major social issues and offering new ideas for wide-scale change. Ambitious, Driven, strategic, resourceful, results oriented. Social enterprises are social mission driven organizations which apply market-based strategies to achieve a social purpose. WEEK 7: MANAGING EMPLOYEES: THE IMPORTANCE OF LEADERSHIP Organizations have to create contexts where people are encouraged to step forward and use their skills, insights, and intelligence to make full and effective contributions. Application: organizations must flatten hierarchies, overcome bureaucratic fragmentation understand and overcome change barriers, create a learning environment, encourage productive form of “play”, recognize that small changes make large results and find ways of letting people exert significant power and influence in tackling problems. Executive Perspective - mangers put responsibilities onto other staff which gives the impression that others can do as they like. Middle Managers View – fear because there is less for them to do. More empowerment means eliminating middle-management roles. So middle managers attempt to stop this Rank and File View – they might see empowerment as condescending or insulting. They don’t wish to be empowered because they don’t want extra responsibility. Academic Viewpoint – if you try to empower someone you do it out of the assumption that you are superior. Only you can empower yourself. To be successful organizations need to be empowered. (EXAMPLE: Quin and Spreitzer 1997 revealed a research that shows that executives have two very distinct views of empowerment. 1. Delegation and control within clearly defined boundaries: set the vision and direction for the enterprise and then "empower" their staff to get on with the implementation by providing resources, allocating tasks and giving them the space and support required to do the job. 2. Personal Risk-Taking, Growth and Development - focuses on creating opportunities for people to take initiative, trusting that they will grow, develop and perform, even though this may involve mistakes along the way. These views can be polarized: 1. A managerial tool that to improve decision making. 2. advocates the importance of "trust" and "people development" almost as ends in themselves. If people are empowered: People look you straight in the eye.
 They show a proactive, outgoing curiosity.
 You sense their confidence EXAMPLE: paradox of power: Dominique Strauss-Khan. A lawyer, economist, French politics, womanizer (jail). Powerful people’s bad behaviors: some people seek power for selfish reasons and upon attaining it become reckless. They become addicted to power (drug metaphor, red flags). Powerful people are somewhat narcissistic which leads to the infidelity. People that seek power for good are less likely to mess up. GE’S WORKOUT PROGRAM The problem – managers insisted on clinging to old practices and controls Workout goals – build trust, empower employees(better decisions), eliminate unnecessary work, create boundary-less organization. Key principles – small meeting groups, ensure people can speak out loud, Workout session – concrete action, fast track decisions, resolve problems, exposes managers that block development, communicates. The Idea Spreads – it integrated into the workforce The Success Story – a lot can be done to empower. Guidelines for contribution - give space to growth and development - remove barriers and provide support - boundaries (anarchy) - importance of accountability - start with yourself LEADERSHIP IN ACTION Natural Leadership Inclinations – affects and magnifies your personality, values and principles. It is about self-discovery. Start by: reviewing your values and principles, understand how you influence others, be flexible (adapt to circumstances) Lean what will motivate followers – followers choose leaders depending on the benefits they receive. Look for enthusiastic, active followers. Find other people’s motivations and work on that. Find what motivates you, what you have to offer. Recognize and build on the contributions of others – delegate to increase efficiency. Learn from your colleague’s strengths. Be positive and ensure colleagues success, look for strengths and build on them as well as help overcome the weaknesses, as others become accomplished you can move onto other things, know when to let others lead if they have the advantage. Leadership triangle (people, vision, execution) – create a vision, get followers and execute the vision by creating a good/productive environment Align your style with organizational needs and challenges – determine the needs of your team/organization, know your strengths ( do you have the ability to motivate and lead), know your weaknesses and improve on them. Importance of Focus – effective leaders focus their time/attention where its really needed/important. Direct attention to the really important issues, ensure that everyone understands priorities. WEEK 8: THE EMPLOYEE AS A STAKEHOLDER CULTIVATING TRUST Honor your commitments: take responsibility, see things through even small things. Demonstrate empathy and Caring: get to know your colleagues, people appreciate when you understand them and look out for their interests, adjust schedules for people, in rough times stick up for others. Be honest and open (share info): do not lie or manipulate, share relevant info because it can benefit the whole relationship/project, stand behind your people. Be Generous with Credit: don’t take credit for others work, make shure all people get a just amount of credit. EX: “success has many parents, failure is an orphan” Be Fair: be even-handed with work, if praise one persons work, acknowledge others work as well, don’t have favourites, don’t let personal conflicts dictate how you treat workers, explain your treatments of others. EX: “favor friends, make enemies” Walk the Talk: don’t say one thing and do another, don’t act out of character, be the first to act on new policies, set an example, follow your own rules, no hypocrisy. Integrity counts. UNDERSTANDING THE RIPPLE EFFECT OF WORDS AND ACTIONS If you are a leader, people are always interpreting your words and actions. Understand everything you do s a leader is scrutinized: body language, words especially in times of crisis. Always act as if you’re on record. Remember what you don’t say or do is also scrutinized: omissions/silence can also be powerful, prepare speeches carefully so that you don’t miss anything, delays may create troubles, create complete explanations, resolve mysteries EX: missed a meeting…explain why. Speak to avoid misunderstandings. Think about the impact of your actions/words/silences and try to anticipate the consequences EX: yawn during a presentat
More Less

Related notes for MGMT 1000

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.