MGMT 1000 LECTURE NOTES: WEEK 6-9 + 11
WEEK 6: BALANCING FINANCIAL EXPECTATIONS:
CORPORATE SOCIAL RESPONSIBILITY & SOCIAL
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
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
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
Social enterprises are social mission driven organizations which apply
market-based strategies to achieve a social purpose.
WEEK 7: MANAGING EMPLOYEES: THE IMPORTANCE OF
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
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
If people are empowered: People look you straight in the eye.
They show a proactive,
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
WEEK 8: THE EMPLOYEE AS A STAKEHOLDER
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