Transcript Document

Reminders
1. Both “empty” and “full” slides are now
available at the course website.
2. Individual paper proposals may be
submitted at any time, but the sooner
the better.
3. Sending you a mid-term advisory this
week or week-end.
4. New course announcement!
Managing Across Cultures
BUSI 197 (1.5 credits – Mod IV)
* Prerequisites BUSI 100 and BUSI 150 with grades of C or better
Announcing a new mod-length course being
offered for the first time during Mod IV
that provides hands-on understanding of
the opportunities and challenges involved
in working across geographic and cultural
boundaries
•
Highlights include:
– Investigation of current cross-cultural
management research and theory
– Interaction with students from universities
around the world, working with you in virtual
teams
– In-class sessions that build upon virtual team
interactions using a variety of case studies &
interactive exercises
Information Technology
and Control
BA 152
Characteristics of Organizations:
BA 152 Perspective
Environment
Cultures
GOALS
STRATEGIES
STRUCTURES
TECHNOLOGIES
SYSTEMS
People
Evolution of Organizational Applications
of Information Technology
TOP
(strategy, plans,
non-programmed)
3. Strategic Weapon
INTERNAL
• Intranets
• ERP
• Knowledge
Management
EXTERNAL
• Extranets, EDI
• Integrated
Enterprise
•E-Business
2. Business Resource
• Management Information
systems
MANAGEMENT
• Decision Support Systems
LEVEL
• Executive information
systems
1. Operations
• Management control
• Transaction
processing systems systems
• Data warehousing • Balanced Scorecard
LOWER LEVEL
LOW
SYSTEM COMPLEXITY
Direction of
Information
System
Evolution
HIGH
Data, Information, & Control
• Data - Input from any communication
channel
• Information - Data that alters or reinforces
understanding
• Control - Evaluation of information that
provides the basis for future actions
Information and Data
Information
High
Low
Data
High
Information and Control
Control
High
Low
Information
High
Control Systems:
The Key Pieces
Performance
Standards
Performance
Measures
Budgets
Job Descriptions
Quality Levels
Production Goals
Cash-on-hand
Performance Appraisals
Process Inspections
Product Counts
Comparison
Actions (if necessary)
Major Control Approaches
• Market Control - control by prices,
competition, markets, and exchanges
• Bureaucratic Control - control by rules,
standards, hierarchy, and authority
• Clan Control - control by culture, values,
tradition, and trust
Control Systems:
What gets controlled and how?
How
Market
Bureaucracy
Clan
Input
Starting
Salaries
Budgets
Process
Material
Costs
Policies
Selection
Criteria
Norms
Output
Prices
Appraisals
Quality
What
Supervisory Control Strategies
Input Control - control by virtue of
selection criteria and training
Behavior Control - control by observation
of employee actions
Output Control - control by the amount of
work completed
Supervisory Control Strategies
What works best when?
Are Tasks Structured?
YES
YES
Are Outcomes
Measurable?
NO
NO
Use behavior
and/or
output control
Use input
and/or output
control
Use behavioral
control
Use input,
clan, and/or
self-control
Developing Effective Control
Systems
1. Involve employees in the process, as
appropriate
2. Focus on results, not simply on
measurement
3. Keep the system as simple as possible
4. Insure timely information to and from the
system
Developing Effective Control
Systems
5. Make sure the system fits with the firm’s
culture, strategy, and structure
6. Anticipate second-, third, and fourth-order
effects
Effective Control Systems:
Keep the following in mind
1. What gets measured is what will get done!
2. System costs must be considered.
3. Too much information can be as bad as
too little.
4. You can’t make just one decision.
The Balancing Act
Control Systems
Control
Autonomy
Knowledge Management
Types of Knowledge
• Consider two different types of
knowledge important to organizations.
– Explicit Knowledge
– Implicit Knowledge
Types of Knowledge
• Explicit Knowledge
– Knowledge that is formal and systematic.
– Knowledge that can be formally taught to
someone.
– Knowledge that can be communicated and
shared.
– Examples?
Types of Knowledge
• Tacit (implicit) Knowledge
– Knowledge that is highly personal.
– Knowledge that is acquired as a
function of experience and practice.
– Knowledge that is hard to formalize.
– Knowledge that is difficult to
communicate, because “We often
know more than we can tell.”
– Examples?
Sharing Knowledge:
The knowledge spiral
Tacit
TO
Explicit
ARTICULATION
Tacit
SOCIALIZATION
Metaphor
Analogy
Model
INTERNALIZATION
INSTRUCTION/
COMBINATION/
INNOVATION
FROM
Explicit
Redundancy
Experience
Questioning
Two Approaches to
Knowledge Management
For Explicit Knowledge
Provide high-quality, reliable, and fast
information systems for access of
codified, reusable knowledge
Two Approaches to
Knowledge Management
People-to-documents
Knowledge
Managemen
t
Strategy
Develop an electronic document system
that codifies, stores, disseminates, and
allows reuse of knowledge.
Technology
Invest heavily in information technology,
with a goal of connecting people with
reusable codified knowledge.
Mechanisms
Data warehousing
Knowledge mapping
Electronic libraries
Intranets, networks
Two Approaches to
Knowledge Management
For Tacit Knowledge
Channel individual expertise
to provide creative advice
on strategic problems
Two Approaches to
Knowledge Management
Person-to-person
Knowledge
Managemen
t
Strategy
Technology
Mechanisms
Develop networks for linking people so that
tacit knowledge can be shared
Invest moderately in information
technology, with a goal of facilitating
conversations and the exchange of tacit
knowledge
Dialogue
Learning histories and storytelling
Communities of practice
Communities of Practice
• Collections of individuals
– Bound together by informal relationships
– Sharing similar work roles
– Sharing common work context
– Not constrained by geographical, business unit,
or functional boundaries
Communities of Practice
• “Practice” suggests how individuals actually
do their jobs as opposed to their formal job
descriptions from their firm.
Collective Comparisons
Purpose?
Who
What holds
How long
belongs? it together? does it last?
Informal
network
To collect &
pass on
information
Friends &
business
contacts
Mutual needs
As long as
people need to
connect
Formal
work group
To deliver a
product or
service
Those
Job demands
reporting to and common
manager
goals
Until the next
reorganization
Project
team
To complete
a specific
task
Assigned
by senior
manager
Milestones
and project
goals
Until project is
completed
Community
of practice
To build &
exchange
knowledge
Members
select
themselves
Passion,
commitment,
identification
As long as
there is interest
Communities of Practice
•
Why should we allow/encourage but not
attempt to formally “manage” COPs?
1.
2.
3.
4.
5.
6.
They can help drive strategy.
They can start new lines of business.
They can solve problems quickly.
They are able to transfer best practices.
They develop professional skills.
They can help companies recruit and
retain talent.
Next Time
Organizational Size, Life
Cycles, and Decline