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York University
MGMT 1000
Jean Adams

Week 1: Knowledge Economy - Machine-like organizations vs. Brain-like Organizations - Machine-like: if something goes wrong the rest of the machine cannot function: work well in stable environments, cannot adapt to change, routine operating procedures: Example: McDonalds - Brain-like: would be able to function if something goes wrong, because brain can be used: adapt to changes, keep up with technological advances from year to year, hire skilled employees who freely exchange ideas to reach a common goal: Example: Microsoft - “Defender Organization” works to defend competitive advantage in market, stay up-to- date on trends (continuously improving/innovating), prevent others from entering/capturing market share. Example: Rogers, Bell & Telus - “Analyzer Organization” works to defend competitive advantage in the market, but also look for opportunities for innovation and growth. Example: Apple: hold position as creative computing but constantly innovating & creating new markets (e.g., iPhone, iPod etc). Also very active in CSR: great for image Week 2: Stakeholders - “Ladder of Inference”: explains common thinking & communication processes to help us become more aware of how we interpret the world around us. Improves communication so it builds better understanding. Predicted that we (information processors) interpret data to make meaning and make sense of it. First, we have available data, which we then select to process, interpret & draw up conclusions. Conclusions are subjective because their is bias in the process of depending on our experience. As we go up the ladder of inference, we’re not aware of interpretations we make. And when 2 people draw conclusions and see them as objective reality it makes it difficult to communicate. Week 3: Sustainability - External Costs: environment - Implications of Social Entrepreneurship: managers/leaders need to get their mind off financial gain (tangible money) & focus on intangible aspects of business (goal in mind to innovate ways to benefit others in society through use of knowledge): put heavier emphasis on social & environmental benefits instead of economic benefits - TBL : triple bottom line- Example: Coca-Cola: eliminating child labour, raising social awareness in active lifestyle and protecting water reserves in India - “Social Entrepreneur” has some focus on making a profit from the enterprise for themselves Example of social enterprise: Ethos water: sell bottled water at Starbucks, they give a portion of their profits to water programs in developing countries, but it’s only a portion, so not a fully “charitable” initiative - “NGO’s” even if generates a profit from business-style activity, it will put all of that profit back into its charitable operations. Operate on a larger scale, usually both in size of their organization, & how much of their profits they contribute to their cause. Example: Goodwill even though they sell clothes, their profits from selling go into community initiatives Week 4: Quality - “High Quality” high quality of the product decreases the costs of defective returned goods. Guarantees consumer satisfaction. And happy consumers mean that they will loyally return & spread the word about the great quality of the company. - Quality with TBL : “perfection or bust” article talks about organizations so focused on delivering quality that they forget to look at the bigger picture & figure out how their actions are affecting others (TBL). = negative way because it is a trade-off. Positive way: because quality & services promote a respect for society, can be seen as a better investment in the long run. Example: fluorescent lightbulb. - Why quality is needed? Quality needs to be appreciated from the manufacturers & buyers perspective. The Customer Value Triad: way to see quality from a consumer view- the cost quality curve is the perspective of the manufacturer Example: making quality products: at whatever price you choose is going to cost you less over time. Week 5: Marketing - “Bandwagon Effect” refers to how
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