BUSA 100 Study Guide - Psychological Safety, Collective Intelligence, Learning Organization
356 views17 pages
BUSA 100 Summary Notes
1. Introduction to Management
Role of Managers:
The past- told others what to do; exerted control
Currently- work with others by coordinating and supporting their work activities
and helping others achieve organizational goals, all while remaining responsible
for the work of others
Top managers- establish plans that affect the entire organization
Middle managers- regional, plant, etc.
First line managers- office managers, dept. heads
Management is a process that coordinates work activities so that they are
completed efficiently and effectively through other individuals.
o Efficiency is an input measure, involving the greatest output form least
input or resource usage. Measurement of the resource cost of the goal
o Effectiveness is the output measure of task or goal accomplished.
Mintzberg’s 6 Management Characteristics:
High volume/speed work- time pressure
Variety, fragmentation, brevity, oriented to action
Issue preference current, ad hoc, specific
Complex web of lateral interactions with colleagues and external contacts as it is
Strong preference for verbal media through meetings and phone
Limited involvement in execution of work yet they initiate many of the decisions
and control the agenda
Types of Managerial Skills
Technical Skills: engineering, manufacturing, accounting, etc. (Lower level
Human Resource Skills: Communicate, motivate, lead
Conceptual Skills: think analytically, generate ideas about abstract and complex
situations, integrative problem solving (higher level managers)
Threat of new entrants
Bargaining power of suppliers
Bargaining power of buyers
Threat of substitutes
Rivalry among current competitors
Cost and quality leadership
Knowledge and speed
Product differentiation barriers to entry
Sustainable competitive advantage is the ability to outperform your competition in
ways that are not difficult or costly to imitate.
An organization is a deliberate arrangement of people who act together to accomplish a
specific common task.
Private sector- publically or privately held
Non-profit sector- museums, universities, etc.
NGOs- independent of government and usually humanitarian or environmental
Public sector- governments
Crown corporations- like private sector but the governments are shareholders
Intellectual capital and talent management
Ethics and social responsibility
Concern for work-life balance
Change and innovation
Becoming a learning organization
Organizations need to achieve a yin-yang, intuition/analysis balance.
2. Team-Building/Organizational Behavior
Teamwork is used in every organization- working on multiple teams simultaneously on
complex, moving targets with shifting membership and tight timelines.
Performance: Teams out-performance individuals when the tasks require
multiple skills, judgment, and experience
Flexibility: Teams can quickly assemble, deploy, and disband.
Expertise: Teams are a better way to leverage specialization and knowledge.
Communication, decision-making, relational skills
Common information effect: information held by more members before team discussion
has more influence on team judgments than information held by fewer members,
independent of the validity of the information.
Teams spend more time (redundantly) discussing shared information due to
probability, mutual enhancement (back-patting), and confirmation bias.
How to combat:
Team leader as the information managerincreases focus on unique information.
Suspend initial judgment
Frame as an information-sharing problem, rather than a judgment to be made
Minimize status differences
Organizational behavior is a field of study grounded in the disciplines of sociology,
anthropology, social psychology, political science, and economics.
Studying the regularities in individual and group behavior in an organizational
Study of social action, not individual psychology.
Not a functional area of an organization.
Labor management relations and human resource management are grounded in
Traditional teams are not effective for unprecedented tasks.
Teaming is a way to get work done while figuring out how to do it better; it’s
executing and learning t the same time.
Teaming is a form of flexible teamwork, involving the principles of project
management and team leadership.
Complex and uncertain situations call for teaming.
The hardware of teaming involves:
1. Scoping out the challenge, deterring what expertise is needed, tapping
collaborators, and outlining roles and responsibilities.
2. Structuring a light, temporary scaffold that supports the process of
3. Sorting- consciously prioritizing tasks according to degree of interdependence
among individuals. Pooled, sequential, and reciprocal interdependence.
The software of teaming involves:
1. Emphasizing purpose.
2. Building psychological safety.
3. Embracing failure.
4. Putting conflict to work.
Benefits of teaming include:
Busa 100 summary notes: introduction to management. The past- told others what to do; exerted control. Currently- work with others by coordinating and supporting their work activities and helping others achieve organizational goals, all while remaining responsible for the work of others. Top managers- establish plans that affect the entire organization. First line managers- office managers, dept. heads. Management is a process that coordinates work activities so that they are completed efficiently and effectively through other individuals: efficiency is an input measure, involving the greatest output form least input or resource usage. Measurement of the resource cost of the goal attained: effectiveness is the output measure of task or goal accomplished. Complex web of lateral interactions with colleagues and external contacts as it is. Issue preference current, ad hoc, specific with subordinates. Strong preference for verbal media through meetings and phone. Limited involvement in execution of work yet they initiate many of the decisions and control the agenda.