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GMS802_Test2_Notes.docx

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Department
Global Management Studies
Course
GMS 802
Professor
Ron Babin
Semester
Winter

Description
Chapter 5, 6, 8, 9, 10 (7 is too technical) –Study questions at the end of chapters Chapter 5- Leadership Leader might serve a political, economic or religious role Canonical View of Leadership: Focuses on four interrelated ideas and a set of outcomes to make sense of a tangle ideas. The four variables are: (1) Leadership, (2) Followers, (3) Processes and Skills, (4) Situation or Context, (…5) Outcomes -There are then 3 ways to connect leadership with values and ethics: 1. Amoral View of Leadership: Effective leaders attain organizational objectives Great Man and Trait Theories- What characteristics do great leaders embody? (Hitler & Gandhi may have the same traits- e.g. Intelligence, self-confidence, determination, integrity, sociability) Situational Theories- Different situations require different styles of leadership 2. Values based Leadership: Places the leader and followers’ values as front and centre in determining the effectiveness of leadership -The nature of leadership is a human relationship. Steven Covey’s Principle-Centered Leadership Theory- Allow principles to guide us People, Self, Style, Skills, Shared Vision, Structure, Systems, Strategy, Streams 3. Ethical Leadership Theories- According to John W. Gardner the morally acceptable leader must have at least the following objectives: (1) Allowing human potential, (2) Balancing needs of individual and the community (3) Defending values of community, (4) Instilling a sense of initiative and responsibility in individuals Transformational Leadership: James MacGregor Burns (Enhances motivation, morale & performance) -Connecting follower’s sense of identity and self to the project, being a role model, challenging followers to take ownership for their work, understanding the strengths and weaknesses of followers Leading from the middle: Top management tasks are directed downwards toward middle managers and workers Chapter 6- Marketing & Operations Marketing- Arm of the firm that projects the value proposition to key stakeholders -Makes promises to the customer about the value to be delivered Operations- Provides the means to deliver that value to customers (focuses on how to deliver that value) Marketing Who is being targeted? Segmentation, targeting, positioning (STP) Ethics- Be discrete with Personal Information/use legally (‘cookies’) What is bring marketed? Pricing (Fair price- treatment for HIV/AIDS expensive in 1980s) -Does the product do what it claims? (Gas mileage?) -Does it meet a legitimate customer need, or just a need? (Casinos, nightclubs?) -Does the product harm it’s customers? (Cigarettes) How are we marketing? Provide information about the unhealthy food you are selling (more ethical) Marketing WITH ethics: -Be serious about your value proposition to customers -Does our marketing reflect the type of firm we are? -Do our marketing campaigns respect both the law and basic moral standards? Operations Measurement: E.g. Quality, customer satisfaction, cost per unit output Internal Organization: Challenge of operations to create a culture, structure, method of organization that enable firm to deliver on its value proposition in a timely and efficient manner (Interfirm cooperation, culture, organizational structure) Ethical Operations: -Are employees considered a critical asset that we invest in? (Not just treated like machinery/cogs in a wheel) -Are suppliers considered stakeholders which we develop a valuable relationship with? (not considered competitors) -Do we hold shared goals, values, trust and responsibility with our supply chain members? Supply Chain Management- Integration and management of all elements of the supply chain, including upstream and downstream stakeholders (Toyota important since they carry almost zero inventory) Special chain challenges: Responibility for International Labor Issues: E.g. Nike’s sweatshops overseas Responsibility when things break down: Ford/Firestone relationship went sour publicly over faulty tires High Performance Business (HPB)- Do an outstanding job of developing a brand (marketing) and then work relentlessly to be able to deliver on that value in a highly efficient and timely manner (operations) Chapter 8- Management Management with Ethics/ Management without Ethics Principles for action Core elements of management from the standpoint of four different levels of analysis -View of the individual -Hierarchy and manageing -Groups -The enterprise Why managing people is important? Four central reasons: Decentralization- Decision making being pushed to front lines of organization (less hierarchal) Information & Knowledge- Management systems to create and share information within firm’s network Globalization- Communicate effectively with wide array of people, cultures, and communities Sustainable Competitive Advantage- Stand out from rivals (advantage that they can’t imitate easily) Human Being- Human capital engaged in work that is meaningful and productive. Human resource is the potential. Key Ideas from the History of Management (how are they applicable today?) Scientific Management- Use science to get ‘more out of people’ (e.g. Specialization- assembly line with small processes) Theory X & Theory Y- Macgregor thought that there were two different ways employees approached work -Theory X- Assumed people disliked work and had to be coerced into doing it (use threats, punishment, fear) -Theory Y- People want to work and express themselves through their jobs (work is natural and challenges are enjoyable) Total Quality Management- Edwards Deming brought his feelings to Japan that statistics could be used to improve work 4. What are the factors discussed in terms of individuals and relationships at the corporation? How do they shape your view of the individual and how to manage people? Gender in Relationships (Role of)- Women use charisma/personal power to lead, men use positional power/status Groups and Teams- Forming, Storming, Norming, Performing, Adjourning Relationships with Authority- Do people respect authorative figures? They should be allowed to question authority Psychological Contract in the Workplace- The assumptions and expectations of parties in the workplace (privacy?) Motivation- Are people bad, lazy or hard working? Needs Theory (Maslow)- Existence need
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