Contemporary Management - Notes

Creativity versus innovation
Creativity : to create a novel idea or unique approach to solve problem or to craft

opportunities
Innovation : is the process to create new idea and putting them into practice
Types of innovation
Green innovation : the process of turning idea into innovations that reduce the carbon
footprint of an organization or its products
Social entrepreneurship : Pursues creative and innovative ways to solve pressing social
problems
4 steps for the innovation process

1. Idea creation (discovering new product or modify the existing one)
2. Initial experimentation (sharing the idea with others and testing it )
3. Feasibility determination (testing the practicality and financial study for the new
product)
4. Final application (commercializing the new product to sale for customers and clients )
What is Organization change?
Change leader - A change agent who takes leadership responsibility for change the
existing pattern of behavior of another person or social system
Change leaders vs status quo managers?

Change leaders
Confidant of ability
Willing to take risk
Seize opportunity
Expect surprise
Make things happen
Status quo managers
Threatened by change
Bothered by uncertainty
Prefer predictability
Support the status quo
Wait for things happen
Top down change
Strategic change that is initiated with the goals of the organization

Driven by the organizations top leadership
Success depends on support of middle level and lower level workers
Bottom up change
-
The initiatives for change come from any and all parts of the organization, not just top
management.
Crucial for organization innovation.
Made possible by:
1. Employee empowerment
2. Employee involvement
3. Employee participation
Integrated change
-
Combines advantaged of top-down and bottom-up approaches.

Top-down : Breaks up traditional patterns
Bottom-up:
Builds capability for sustainable change
Builds capability for organizational learning
Organizational targets for change

-
Tasks
People
Culture
Technology
Structure
Three type of change
Structure: work specialization, departmentalization, chain of command, span of control,

centralization, formalization, job redesign, or actual structural design.
Technology: work processes, method, and equipment
People : Attitudes, expectations, perceptions, and behavior
Why People resist change
Fear of the unknown

Disrupted habits
Loss of confidence
Loss of control
Poor timing
Work overhead
Loss of face
Lack of purpose
HRM Responsibilities
Attracting a quality workforce Human resource planning, recruitment, and selection
Developing a quality workforce Employee orientation, training and development, and
performance appraisal.
Maintaining a quality workforce Career development, work-life balance, compensation and
benefits, employee retention and turnover, and labor-management relations.
How to succeed in a telephone interview
1.
2.
3.
4.
5.
6.
7.
Be prepared ahead of time.

Take the call in private.
Dress professionally.
Practice your interview voice.
Have reference materials handy.
Have a list of questions ready.
Ask what happens next.
Frequently used shortcuts in judging others

Selective Perception: People selectively interpret what they see on the basis of their interests,
background, experience & attitudes.
Projection: Attributing ones own characteristics to other people (father / son)
Stereotyping: Judging someone on the basis of ones perception of the group to which that person
belongs.
Halo effect: Drawing a general impression about an individual on the basis of a single characteristic
(Instructor)
Contrast effects: Evaluations of a persons characteristics that are affected by comparison with
other people recently encountered.
Opportunities for satisfaction in Maslows

What satisfies higher-order needs?
Self actualization needs

Esteem needs
What satisfies lower-order needs?
Social needs
Safety needs
Physiological needs
Team & Teamwork roles for Managers
Supervisor
Network facilitator
Helpful participation
External coach
What are we trying to communicate
Persuade
Inform
Describe
The non-verbal checklist of Comm.
Body
Voice
Touch
Types of followers
Sheep
YES people
Alienated
Survivors
Effective followers
Dimensions of Conflict-Handling Intentions
Types of Control
What is Operations Management ?
Managing productive systems that transform resources into finished products, goods,
and services for customers.
Typical operations management decisions include
Resource acquisition
Inventories
Facilities
Workflows and technologies
Product quality
Situational Leadership model (Hersey - Blanchard)

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Creativity versus innovation

Creativity : to create a novel idea or unique approach to solve problem or to craft

4 steps for the innovation process

Change leaders vs status quo managers?

Status quo managers

Top down change

Strategic change that is initiated with the goals of the organization

Combines advantaged of top-down and bottom-up approaches.

Organizational targets for change

Three type of change

Structure: work specialization, departmentalization, chain of command, span of control,

Why People resist change

Fear of the unknown

Be prepared ahead of time.

Frequently used shortcuts in judging others

Opportunities for satisfaction in Maslows

Self actualization needs

What satisfies lower-order needs?

Team & Teamwork roles for Managers

What are we trying to communicate

The non-verbal checklist of Comm.

Dimensions of Conflict-Handling Intentions

What is Operations Management ?

Situational Leadership model (Hersey - Blanchard)

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