MANAGING PEOPLE AND ORGANISATIONS

WEEK 1. INTRODUCTION AND FOUNDATIONS OF MANAGING PEOPLE AND

ORGANISATIONS

LECTURE SLIDES:
Foundations of Management

Pre-Industrial Management: No Manager:

- Small workshops
- Direct control by owner
- Discipline apprentices
- Owner fully liable

Pre-Industrial Management: Early Management Ideas:

- Army/Government/Religious Organisation
- East India Company 17th & 19th Century
- Slavery: Southern US Plantation (Rules, Surveillance, Punishment)

Industrial Revolution

- New Technology
- Key Industries

Limited Liability Legislation

- Britain 1856, Business Fail doesn’t equal personal liability

Define Management & Organisation

Management: process of pursuing organizational objectives through interpreting,

planning, coordinating, communications and accomplished actions

Organisation: systematically arranged frameworks relating to people, things, knowledge

and tech to achieve goals

- Design  vertical/horizontal hierarchy  Responsibility/Roles 

Routines/Practices

Scientific or Human, the great divide

Max Webber (bureaucracy)

- Legal: Submission
- Rational: Predictable
- Fair: Right of Appeal
- Negatives: Depersonalisation and Demystification
- Legal: Submission
- Rational: Predictable
 - Fair: Right of Appeal
- Negatives: Depersonalisation and Demystification

Taylorism (scientific management)

- Principles:
o Time and motion studies
o Specialisation
o One best way
- Manager: plan, design and supervise
- Pay based on output

Henry Ford (Fordism)

- Assembly Line  standardised and constant rate

- Introduced living wage regardless of output

Mayo (human relations movement)

- Attention to needs and relations = social system  productivity rises

Follet (Democratic Management)

- Collaboration and authority of expertise

Moon Shots for Management

- Principles:
o Adaptability & Agility
o Innovation & Creativity
o Imaginative & Innovative Employees
o Stakeholder Orientation
- Bureaucracy  Post-Bureaucracy

Emerging Approach

- Virtue, Positivity and Social Contribution

1. Authoritarian decision maker, demanding compliance, providing extrinsic rewards

and punishments
2. Supportive facilitator and motivator, encouraging creativity and offering intrinsic
rewards

WEEK 2. POWER, RESISTANCE AND POST-BUREAUCRACY

READ: MCKENNA, S., GARCIA-LORENZO, L., & BRIDGMAN, T. 2010,
‘MANAGING, MANAGERIAL CONTROL AND MANAGERIAL IDENTITY IN THE
POST-BUREAUCRATIC WORLD’ JOURNAL OF MANAGEMENT
DEVELOPMENT, VOL. 29, NO. 2, PP. 128 – 136.

VIDEO: LEADERSHIP TYPES OF POWER

- Legitimate Power: elected/appointed
- Reward/Punishment: leader can remove items of value
- Expert Power: leader has information, knowledge, skills needed/valued by the
group
- Referent Power: admired/respected with peer pressure
- Information Power: leader has access to info and controls info distribution
- Ecological Power: leader directs how task is organised and can alter working
environment

LECTURE SLIDES:
Definition of Power

- People: individual reach will despite resistance

- Structure: embedded cultural norms and power
- Hard: force against will
- Soft: what others want

Relations:

- Over: Control
- To: Empower
- Within: Self-worth
- With: Collective action

Types of Power

Domination and Authoritative

- Bureaucratic: hierarchy + Rules/Discipline  rule tropism, inefficiency and stiffing

innovation
- Post-Bureaucratic & Soft Power: empowerment, heterarchy, incentives, result not
process based
o Subtle form of manipulation, domination and control

Power Knowledge

Power is a relational phenomenon

- More efficient means of Governance through knowledge and values

- Panoptical: continuous surveillance  self-regulation and monitoring

Critical Theory (Managerialism)

Power Imbalance  worker, gender, environment and social exploitation

Managerialism: View that organisations integrated by values from single source of

authority
 - Success measured in quantitative models

Critical Theory (Obedience to Authority)

- Experiment where volunteers instructed to shock protesting victim and 0.1%

would

Resistance

- View that management is illegitimate

- Cost benefit analysis

Positive Approach

Mary Parket Follet: positive democratic power

- Reciprocal relationship
- Emphasised power with
- Win-win conflict resolution
- Employee representation

Approaches to positive power: stakeholder consideration, participative management,

profit sharing and polyphony
 WEEK 3. MANAGING INDIVIDUALS
VIDEO: SELF-REFLECTION AND UNLOCKING YOUR POTENTIAL
1. Write 3 stories of strengths
2. Solicit your contribution stories from personal network
3. Analyse the stories to find recurring themes
4. Compose your reflected best self portrait

VIDEO: THE SCIENCE OF CHARACTER

- Working on your strengths leads to optimal efficiency
- Fixed Mindset  Growth Mindset
- Focus on your own strengths

READ: ROBERTS, L. M., SPREITZER, G., DUTTON, J., QUINN, R.,

HEAPHY, E., & BARKER, B. 2005, 'HOW TO PLAY TO YOUR
STRENGTHS', HARVARD BUSINESS REVIEW , VOL. 83, NO. 1, PP . 74-80. 

LECTURE SLIDES:
Personality: Patterns of behaviour and internal states explaining tendencies

Four main theories:

1. Psychoanalytic Theory: Unconscious desires and defence mechanisms that fight

pent up sexual and aggressive drives (ID, Superego and Ego)
2. Trait Theory: Mix of biological, psychological and societal influences characterising
thoughts and actions
3. Socio-Cognitive Theory: Personality product of behaviour, thoughts, feeling and
interaction with environment
4. Humanist Theory: Aims to fully realise growth and potential

Perception: process of receiving, processing and storing stimuli to understand make

sense of our world

- Involving process of attention, filtering, organization and interpretation

- Filtering: focus on specific stimulus while filtering out other stimuli i.e. Gorilla
video

Schemas

Short-cut to interpret stimulus and organise thoughts, feelings and attention and is
important in how we perceive others

Types:

1. Person Schemas: structure of meaning affecting thinking, planning and behaviour

concerning others
2. Self-Schemas: self-conceptions about ourselves
3. Script Schemas: how we operate in our world, understand and remember
information
 4. Social Schemas: social knowledge about anything socially important
5. Role Schemas: appropriate/inappropriate behaviour in specific contexts

Common Errors in Perception

- Stereotyping: generalised perceptions

- Halo/Devil Effect: interpreting people based upon one trait in one situation

Self-fulfilling Prophecy: expection comes true because people act like its true

- Pygmalion effect: greater expectation = better performance

Attribution Theory

- How people attribute cause to their own and other people’s behaviours
- Self-Serving Bias: success due to internal causes and failure due to external
causes
- Fundamental attribution error: uses internal attributions to explain the cause of
other’s mistakes

Values

- Individual or Group Values (guiding principles)

- Value Tensions (conflict between individuals and group values)
- Value Priorities

Positive Psychology

Study of psychological bases for leading the best life possible (happiness and wellbeing

- Emotional intelligence: identify, assess and manage emotions of self, others and
group
- Reflected Best Self: characteristics of individual when at their best

Critical Management Studies

There has been criticism of the use of psychology including positive psychology as
another form of organisational control and manipulation by management.
 WEEK 4. MANAGING TEAMS AND GROUPS
READ: DIMITROFF , R.D., SCHMIDT , L. & BOND, T. 2005,
'ORGANIZATIONAL BEHAVIOR AND DISASTER: A STUDY OF CONFLICT AT
NASA', PROJECT MANAGEMENT JOURNAL, VOL. 36, NO. 2, PP. 28-38. 

VIDEO: WHAT IS BELBIN?

- A test that discovers team roles, work styles & strengths and weaknesses
- Used to build high performing teams, maximise working relationships and worker
efficiency

LECTURE SLIDES.
Importance to Management

Bureaucratic Management Post-Bureaucratic Management

- Scientific Management (Taylorism) - Human relations
- Domination - Soft Power and Networks
- Hierarchy - Flat Structure

Groups & teams

Studies interactions within group contexts

- Group: 2+, common values/goals, little dependency and no share responsibility

i.e. Soccer fans
- Team: 2+, psychologically connected, interdependence and shared responsibility
i.e. Soccer Team

Types of Groups

- Formal: specifically selected to develop new products and solve problems

o Cross Functional
o Project based
o Self-managed
- Informal: not selected but contributes to productivity and work satisfaction
o Derives from shared interests and friendships

Group Processes

Team Development Stages:

1. Forming: team established

2. Storming: differences experienced
3. Norming: cohesive understanding developed
4. Performing: trust and motivated
5. Adjourning: disbands

Group dynamics can work backwards i.e. quitting

Reflexivity: thinking about roles, assumptions and behaviours

Social Facilitation: enhances performance from presence of others

Social Loafing: working less from less accountability from diffusion of responsibility
(culture, sex and relationships)

Social Impact: social systems influence how behave on strength of relational ties, spatio-
temporal closeness and group size

Critical Concerns: Conformity

Too much conformity can lead to lack of resistance to breaches of law, ethical standards
and CSR.

Critical Concerns: Group Think

Groupthink: collective agreement and thinking as a group without individual input and
proper thought

NASA: invulnerability, collective rationalisation, pressure, self-censorship and illusion of

unanimity.

Avoiding Groupthink: critical evaluations (devil’s advocate), open discussions,

independent proposals, external experts

Critical Concerns: Group Bias

In-Group Bias: treating members of own group with preference

Out-Group Bias: treating members of another group negatively or in-equitability

Managing Team Conflict

Causes: Competition, Divergences (different wants), Functional or dysfunctional

(problem/person related) and attitudes to conflict (unitarist/pluralist)

Responses: lose/lose (avoid), lose/win (aggressive vs passive) and win/win (collaborative)

Positive Psychology

- Positive/Negative statements Ratio

- Inquiring vs Telling

This is a solution to negative group dynamics and conflict using higher ‘good’ vs ‘bad’
 WEEK 5. LEADERSHIP
READ: BROWNING, B.W. 2007, ‘LEADERSHIP IN DESPERATE TIMES: AN
ANALYSIS OF ENDURANCE : S HACKLETON’ S INCREDIBLE VOYAGE THROUGH
THE LEANS OF LEADERSHIP THEORY’, ADVANCES IN DEVELOPING HUMAN
RESOURCES, VOL. 9, NO. 2, PP. 183-98.

VIDEO: CAPTAIN DAVID MARQUET’S TED TALK

- Navy commander trained for a certain navy ship but last minute was placed upon
a new ship
- Immediately didn’t know how the boat worked but realised his crew respected the
chain of command to much to correct his incorrect decisions
- Started an approach where members didn’t have to ask him for permission but
had a seamless flow of work that valued the employee’s own thinking

VIDEO: BLAKE MOUTON GRID

LECTURE SLIDES:
Leadership is the process of directing, controlling, motivating and inspiring staff toward
the realization of stated organizational goals

- Leaders lead as a ruler, inspire as a motivator and facilitate as a mentor

Leadership Management
Energising staff with direction and Maintains division and coordination of
commitment tasks through development of a hierarchy
 1. Trait Theory: Great Person Theory is assumption of measurable internal
characteristics unique to leaders i.e. physicality, personality,
competencies and social skills
- Limitations:
o No sense in teaching as it’s ‘born’
o No research support
o Most traits made important through social norms and
culture
o Male : Female Ratio

2. Behavioural Theories focus on observation behaviours on how leaders act to seek

how to ‘teach it’

Skills Effect
- Technical - Autocratic: poor work satisfaction, average/superior
Skills performance
- Human Skills - Democratic: high satisfaction, average/superior
- Conceptual performance
Skills - Laissez-Faire: poor work satisfaction, poor performance
- Limitations:
o Implies managers have skill in dealing with tasks/people
3. Contingency & Situational Theories emphasises contextual factors outside of
leader as a key to their effectiveness

Transactional Emphasises performing tasks at expected levels

Not suitable in dynamic environment
Transformatio Emphasises concern for individuals (motivating and confidence in abilities)
nal May not be suitable in dynamic environment
Charismatic Motivate individuals to transcend own interests for intristic rewards
Inconsistent and ‘cult’ behaviour
Full Range Transactional, Transformational and Charismatic
Leaders
- Important Factors: atmosphere, clarity & authority to reward/punish

Critical Management Studies Perspectives

- Gap between worker salaries and CEO  encourages short-term decisions,

perform at similar levels regardless of pay
- Lone Wolf Myth: leadership relies upon collaboration with skilled team

Contemporary Theories

Motivation Theories

- Process Theories: focuses on expectations, performance & outcome

- Content Theories: focuses on contents that drive us, Theory X & Y and Maslow’s
hierarchy of needs

Authentic Leadership uses psychological capital, key life experiences and perspective
taking to lead to self development, enhanced performance and developing others
SERVANT leader (Servant Empowers Recounter of stories Visionary Androgynous
Networker Team builder)

HUMBLE Leadership (Rego, Cunha & Simpson 2016)

- Humility and balanced processing behaviours through self awareness, active

listening, re-evaluation and low self-focus
- Facilities team effectiveness with greater empowerment, integration, positive
culture, engagement and commitment
- Contributes to perceived impact of leader effectiveness
- Important for organisational learning and agility

WEEK 6. MANAGING HUMAN RESOURCES

READ: MARAVELIAS, C., 2009. 'M AKE YOUR PRESENCE KNOWN! POST-
BUREAUCRACY, HRM AND THE FEAR OF BEING UNSEEN ', PERSONNEL
REVIEW, VOL. 38, NO. 4, PP.349-365.

VIDEO: MARY SHAEFER PUTTING THE HUMAN BACK INTO HUMAN

RESOURCES
- When treating employees with belief and appreciation they rise to the occasion
- Undermining employee engagement costs business in terms of production

LECTURE SLIDES:
Definition and Core Functions

Human Resource Management is the process of managing and advising management on

recruitment, selection, retention and development

1. Recruitment: attracting suitable candidates

2. Selection
3. Retention
 4. Development: enhance employee skills, knowledge and capabilities
5. Performance Management and Disposal

Competing HRM Perspectives

Michigan Model - Hard HRM

- Tayloristic (bureaucratic) inspired: worker distrust

- Interests of company and individuals opposing leading to tight control, monitoring
and extrinsic motivation
- Role of HRM is to further competitive advantage through matching people to tasks

Harvard Model – Soft HRM

- Post bureaucratic inspired: relationships, meaning and fulfilment

- Empowerment, self-direction and communication with intrinsic rewards
- Role of HRM is to match jobs to people with training and development focusing on
employee wellbeing

Strategic HRM

- HRM functions are consistent with business strategy with people understanding
intentions and objectives

HR in changing contexts

1. Baby Boomers: career orientation, hard work

2. Generation X: smart/flexible work arrangements
3. Generation Y: collaborative work in groups, low job security and difficult to
motivate with normal rewards/controls
4. Generation Z: social media communitarianism

Changing Knowledge Needs:

- Knowledge resides in experts and its application is customized in real time based
on clients need (knowledge intensive and emotional intelligence)

Legal and Industrial Considerations

Equity and Diversity

- Diversity: variety based on demographics

- Equity: treatment of people that is equitable and fair
- Affirmative Action: Policies that address institutionalised discrimination against
people of diverse backgrounds by discriminating in favour of people perceived as
belonging to categories that are disadvantaged

Equity and HR Functions

- Prohibited Interview questions

- Discrimination
- Sexual Harassment
- Negligent Retention
- Wrongful Termination

OHS
 - Protects workers from injury and death in the workplace

Role of Unions

Associations representing employee’s interests assisting in negotiation and assistance of

members i.e. overtime, reduced hours, leave and maternity leave

Critical Perspectives

- Are humans still considered an expendable resource

- Control through monitoring or commitment

WEEK 7. MANAGING ORGANISATIONAL STRUCTURES AND PRACTISES

READ: HAMEL, G. 2009, 'M OON SHOTS FOR MANAGEMENT', HARVARD
BUSINESS REVIEW, VOL. 87, NO. 2, PP. 91-8.

VIDEO: BUSINESS ETHICS CSR

- CSR is the concern for the social welfare
o Stakeholder theory: taking care of different stakeholders and expecting
that will bring about social responsibility
o Sustainability

VIDEO: KNOWLEDGE WORKER

- Knowledge Worker: possessing the ability to create, modify and utilise information
as part of the overall knowledge management process

LECTURE SLIDES:
History: Large scale, hierarchical structures. Emphasised standardised production and
focus on efficiency and economies of scale

Contemporary: Hyper competition, importance for adaption and innovation and

limitations of formal structure and procedures

1. Pre-contingency Stage: one best way

- Classical management/organization theory and bureaucratic practice
o Hierarchy, unity of command, authority & responsibility balance,
specialised role definition and formalization of rules
- Scientific Management
o Division of work into narrow carefully defined tasks, coordination by
managers and supervisors and control through close supervision and
careful management
- Human Relations Theory
o Emotional element in employees, stressed democratic leadership and
relations
Criticisms: break down of rules, companies need to be organic in unpredictable
environments, employee morale

2. Contingency Stage

Management is effective upon the interplay between the application of management

behaviours and specific situations.

3. Post Contingency Approach

- Aims to achieve balance between meeting several strategic needs and adjust the
balance between opportunities and threats
- Businesses must decide where they stand in terms of adapting or innovating

WEEK 8. MANAGING CULTURES

READ: IGO,T. & SKITMORE, M. 2006, ‘DIAGNOSING THE
ORGANIZATIONAL CULTURE OF AN AUSTRALIAN ENGINEERING
CONSULTANCY USING THE COMPETING VALUES
FRAMEWORK ’, CONSTRUCTION INNOVATION , VOL. 6, NO. 2, PP. 121 –
139.

VIDEO: COMPETING VALUES FRAMEWORK

Competing Values Framework:

1. Create Profile (flexible and external)

2. Control Profile (internal and stable)
3. Compete Profile (external and stable)
4. Collaborate (Flexibility and internal)

LECTURE SLIDES:
Culture is shared meanings and understandings used to make sense of world

Organisational Culture is the basic assumptions, beliefs and shared values defining
organisations, being the habitual ways

Ignored by Taylorism (bureaucracy) but developed through Hawthorne studies in the late
70s to early 80s:

- Awareness of bureaucratic limitations

- Expansion of knowledge and service industries
- Globalisation

In Search of Excellence

Most influential business book focusing on companies that demonstrate innovation and
growth
 - Themes: customer orientation, productivity through people, autonomy in
activities with centralised values
- Critiques: over emphasis on organisation and managerialist perspective

Managing Cultural Change

Levels of Culture:

1. Artefacts: observable manifestations i.e. physical, symbolic, language and myths.

Easily changed (expensive)
2. Espoused Values: Beliefs i.e. missions, visions and value statements that
represent members
3. Basic Assumptions: members intangible views and beliefs about existence (hard
to change)

Difficult to change but pre-socialization in recruitment and reinforcement with incentives

Perspectives on Culture

INTEGRATIONIST DIFFERENTIATION FRAGMENTATION

Homogeneity Differences between Differences between
Strong/common culture groups individuals
Managerial sanctioned More than one culture Specific to each individual
values (subcultures)
Assumes integrated culture Subcultures can be
= better performance legitimate and dominant

Questioning Strong Culture

Official culture  actual practise (informal rules, subcultures and resistance)

- Geert Hofstede claimed he could measure national culture i.e.

individualism/collectivism and power distance

Integrated Culture desirable?

- Conformity blurs ethical boundaries

- Devil advocacy and group think  innovation, adaptability and creativity
- Surveillance to maintain conformity
- Xenophobic (racist) attitude

Enron

Energy company that claimed $101 billion in revenue and went bankrupt within a month

- Manipulation: fraud and sued critics in media and accountants

- Consequences: 20,000 employment and pension loss

Critical Perspective

- Soft management can be seen as control/manipulation

 - Should managers create designer employee or corporate clones stripping
individuality

WEEK 9. MANAGING SUSTAINABILITY : ETHICS & CSR

READ: STUBBS, W. & COCKLIN , C. 2008, 'C ONCEPTUALIZING A
“SUSTAINABILITY BUSINESS MODEL”', ORGANIZATION &
ENVIRONMENT, VOL. 21, NO. 2, PP. 103-27.

VIDEO: CREATING SHARED VALUE: IT’S THE FUTURE

1. Reconceiving products and markets that attends to needs/wants whilst
contributing to society
2. Redefining productivity in your value chain through social and environmental
innovation
3. Custer development that improves societal conditions

VIDEO: CREATING ETHICAL CULTURES IN BUSINESS: BROOKE DETERLINE

- Courage and Skills to act on fears
- Practise your patterns and situations to act ethically (muscle memory)

LECTURE SLIDES:
Definitions: Ethics & CSR

Ethics: philosophy that reflects and recommends right and wrong behaviour

CSR: environmental/social, sustainable processes, exceeding legal regulations

Law & Business Ethics

Business reputation: Greedy, exploitative, selfish, untrustworthy and historical decline in

confidence in big businesses

Legal but not ethical:

- Minimal wages to child labourers

- Outsourcing to companies with unethical HR practises and high suicide
rates
- Business with dictatorial regimes (Nazi/Fanta)

Market Deregulation, 1980s

Free market ideologies and businesses freed from control with ‘voluntary self-regulation’

Corporate Disasters

Union Carbide leak killed 8000 resulting in 2200 per casualty

CSR, Corporate Greening and Triple Bottom Line

CSR is to balance triple bottom line

Corporate Greening: adopting green practises

Greenwashing: environmentally friendly marketing but not

Deontology: Following Rules

Ethics aligned with rules, laws or duty

- Immanuel Kant’s Categorical Imperative

- Code of Conduct
- +: fair, obedience & conformity
- -: restricts individual responsibility & ignores complexity/context

Utilitarianism: Consequences

Acting based on its consequences

- Jeremy Bentham’s Fundamental Axiom

- Stakeholder Theory is derived from this

Ethics is good business (Strategic Philanthropy & Shared Value)

- Hedonism Limitations: consequences more important over ethics & ethics

as means-end calculation
- Managerialism Limitations: who decides? How to know consequences in
complex situations and use of ‘end justifies means’

Virtue: Ethics as Character

Focus upon character of person

- Aristotle’s Excess, Mean and defficiency

Applied Organisational Value: post-bureaucracy lets employees make ethical

judgements, moral education/development, valuing whistle-blowers and depends on
manager’s personal ethics

Critical Perspectives

- Maximising profits will always come before ethics

- Catch 22: do nothing ethical seen as unethical & greenwashing

Implementation

- Combining ethical literacy, critical thinking and higher purpose

WEEK 10. MANAGING COMMUNICATION

READ: GROYSBERG, B. & SLIND, M. 2012, 'L EADERSHIP IS A
CONVERSATION', HARVARD BUSINESS REVIEW , VOL. 90, NO. 6, PP. 76-
84.

VIDEO: COMMUNICATION : TYPES OF MODELS , PRINCIPLES &

MISCONCEPTIONS
Models:

1. Linear: 1-way communication

2. Interactive: 2-way communication
3. Transactional: simultaneous communication

Principles:

- Intentional/unintentional
- Impossible to not communicate
- Irreversible
- Unrepeatable
- Contextual

Misconceptions:

1. Meanings are in words

2. More communication is better
3. Communication solves all problems
4. Its simple
5. Communication is a natural ability

LECTURE SLIDES:
Introduction and Definition

Rhetoric: character of speaker, emotional state of hearer and the argument

Parrhesia: free speech/speaking truth to power

Communication: exchanging ideas, emotions, messages, stories and information

and can be (un)intentional and (non)verbal

Theories of Communication

Communications Channels

- Cybernetics: studying feedback and communication in machines,

organisms and organisations
- Distortion: multiple meanings, context, filtering, information overload,
perception or cultural differences

Power Perspectives on Communication

- Communication used influence and recruit others whilst being a medium

 - Discourse Theory: construction of reality through communication
- Storytelling: corporate stories as point of differentiation

Levels of Communication

Dyadic: between 2 individuals being interpersonal/impersonal or formal/informal

Group: impact on group think being open or restrained

Organisational: real structure being formal or informal

Mass: one too many (large autonomous, one way, multichannel) or many to
many (viral, social media & Web 2.0)

Bridging the Communication Gap

Communication as Marketing

- Promoting products, services and organisational identity

- Kotler’s Five steps:
- Identify TM
- Define objectives
- Design message
- Select channel
- Measure results

Organisational Audiences

1. Intra-organisational: internal audience

2. Inter-organisational: targets stakeholders

Communication as Branding

- Branding concerned with expressing who a company is (values and

social contribution)
- Created through design, behaviour and products/services

Communication gap: demotivation and external pressure, too much persuasion and not
enough truth

Polyphonic communication: many voices creating different ideas and perspectives

Expressive Organisation

- Incorporates vision, culture and external image and bridges the

communication gap

WEEK 11. MANAGING KNOWLEDGE, INNOVATION AND CHANGE

READ: SERRAT, O., 2017, 'PROPOSITION 102: HARNESSING CREATIVITY
AND INNOVATION IN THE WORKPLACE ',  IN KNOWLEDGE SOLUTIONS:
TOOLS, METHODS AND APPROACHES TO DRIVE ORGANIZATIONAL
PERFORMANCE , SPRINGER, SINGAPORE, PP. 903-910. 

VIDEO: LEWIN CHANGE MODEL

1. Unfreezing: create awareness and knowledge
2. Change: implementing change (behaviour, processes & thinking)
3. Freezing: reinforcing and stabilising change

LECTURE SLIDES:
Introduction and Definitions

- Knowledge: how phenomena of interest works

- Change: transition from one state to another
- Innovation: outcome of change with new way of operation

Bureaucracy: knowledge through observation and experimentation creating a set of

procedures

Post-bureaucracy: change leading to innovation has to be ongoing

Knowledge and Leanring

Knowledge Management: managing knowledge to meet existing and future

organisational needs

Organisational Learning: knowledge that members have is codified by the organisation

Types of Knowledge:

- Tacit Knowledge: use to do things but can’t articulate

- Explicit Knowledge: can talk & reflect on and learn
From Learning to Innovation

Organisational Innovation: changing way an organisation operation through process,

product/service & platform innovation

Barriers:

- Innovator’s dilemma: favour profiting technology

- Knowledge: ignorance/arrogance
- Competency Trap: can’t change in response to environment

Towards Ambidexterity: important to use both structures

1. Knowledge Exploitation: routinisation, standardisation & formalisation of what’s

known
2. Knowledge Exploration: chance/risk-taking to find new info

Learning Paradox: we must freeze learning to learn and adapt

Network Organisation aims to maintain structure/processes and leave room for

improvisation by balancing bureaucracy and empowerment

External Networks allow flow of new knowledge leading to open innovation with
competitors, industries and customers

Design Thinking: integrative thinking, cooperation and user focus

Creative Structures: CF network organisations and devotion to personal projects

Innovation and Change

Bureaucracy likes stability and initiative is hence an undesirable disruption

Post-bureaucracy accepts that change is needed to innovate

Planned Change: change implemented in a rational way with linear vision and a
transitional way

Institutional Theory of Change: organisational change for cultural reasons with little
control

Processual Change: organisations constantly dynamic and hence managers can’t control
but can position organisation to take advantage of change

Chaos theory of Change: unplanned change based on complex tasks needing solutions,
self-organisation and organisations being disturbed but not directed

Critical Perspective

- Difficulty in managing change (resistance)

- Anxiety generated by constant change
- Change as management fashion (well-packaged, seductive)
 WEEK 12. GLOBALISATION
VIDEO: MAKING GLOBAL LABOUR FAIR
Making companies accountable for all areas of the supply chain management because
they have bigger influences through contracts then local authorities. We as consumers
are given transparency into the company’s reports so that they too are forced to comply.
Stop human exploitation and abuse

VIDEO: THE RISE OF THE NEW GLOBAL SUPER -RICH

Income is going to the very top and the poor are getting poorer. (Crony Capitalism)

- Technology is increasing the market that entrepreneurs can access

LECTURE SLIDES:
Introduction/Definitions

Globalisation is the worldwide integration through markets

- Financialization: calculation is primary criteria for value

- Westernisation: influence of brands, politics, military, language, culture & values
- Cultural Homogenisation: places start looking the same

Key Facets of Globalisation

- Globalisation involves every sphere:

Transport
Economics, Finance & Commerce
Communication
Deregulation
Free trade agreement
Politics and Regulation Multilateral Organisation
Defence alliances
Global rights

- Trans/multi-national organisations
o Control through ownership, coordination/control of operations (global
strategic alliances)
 o Example: Zara – 2000 stores in 88 countries. 1 week to get a new product
in store vs 6 month industry average whilst maintaining quality with
product in Spain
o Example: Alibaba – Chinese e-commerce company. Biggest IPO in history
and has 50% of all Chinese online payments
- Corporations emerging that are now larger than countries (Walmart)
- Corporations transforming economic clout into political power through:
o Decreased national dependency
o Democracy undermined
o Flexible relocation of work

Why Corporate Globalisation?

- Markets and Demand (global products & client)

- Competitive advantage
o Economies of scale
o Economies of scope in marketing and distribution
o Availability and cost of resources
- Globalisation is creating clusters of expertise in specialist industries in different
local economies around the world:
o Highly competitive labour-intensive industries
o Specialized (high-tech) industries
o Services
- Zones created for labour intensive industries that are legally and physically
separated from the rest of the country and gaze of western consumers. Has a
‘temporary’ suspension of labour conditions:
o Minimum wage laws
o Minimum tax obligations
o Minimum H&S
- Negatives of EPZs has created more sweat shop labour (low wages, military
supervision, long hours and youth)

Sustainable/Destructive Globalisation

- Conflict of interest between need/goals of TNC managers, governments, citizens,

employees
- Necrocapitalism: accumulation that involves dispossession and subjugation of life
to the power of death
- Example: Ship breaking in Bangladesh has created jobs, cheap shop disposal and
resources but caused death/disease from metal pollutants and lack of protective
equipment

Multinationals
Winners Skilled Knowledge Workers
Professions
Unskilled
Losers Under-educated
Poor workers
- Trends:
o Deregulation through free-trade agreements
o Increased power of MNCs
o Increased pressure for performance
- But:
o Consolidation of international rights/norms
o Global impact on brands
o Importance of sustainable supply chain
 Cost savings
 Risk of reputational damage
 Up-stream responsibility
 Vulnerability to pressure