Prin&concepts Of Engrg Mgmt
Prin&concepts Of Engrg Mgmt IME 6000
Popular in Course
verified elite notetaker
verified elite notetaker
verified elite notetaker
verified elite notetaker
verified elite notetaker
verified elite notetaker
Popular in Industrial & Manufacturing Engineering
This 57 page Class Notes was uploaded by Kaya Schultz on Wednesday September 30, 2015. The Class Notes belongs to IME 6000 at Western Michigan University taught by Larry Mallak in Fall. Since its upload, it has received 62 views. For similar materials see /class/216911/ime-6000-western-michigan-university in Industrial & Manufacturing Engineering at Western Michigan University.
Reviews for Prin&concepts Of Engrg Mgmt
Report this Material
What is Karma?
Karma is the currency of StudySoup.
Date Created: 09/30/15
Managing Conflict amp Stress in Organizations ME mm WMu Di tarryA Mallak Starting with BestPractice Leader s Advice 0 Harvard39s Robert H Mnookin on Negotiation Strategies for Mana ers 7 Program on Negotiation for Senior Executives e Atmmiees from a broad range of titles and agesr3onn women 7 Opportunities m expand pie 7 Prepare prepare prepare o 39ators 7 Not listening is biggest mistake of inexperienced negotiators l 3 m u 9 o 3 m m 3 lt n i m o i m u o a m a o r Negotiating skills improve through experience 7 Negotiation can t be mught ME mm WMU Di tarryA Mallak Performance FConflict E Performance 1 Con ict ME mm WMu Di tarryA Mallak Types of Con ict Organizational Interpersonal Intergroup Inual Micro Macro Types of Conflict o Intraindividual frustration goal conflict role conflict amp ambiguity o Interpersonal personal differences information de ciency role incompatibility environmental stress ME mm WMu Di tarryA Mallak mm W DEMnut Frustration U m m ME mm WMU Di tarryA Mallak Sources of Interpersonal Conflict Personal differences Information deficiency Role incompatibility Environmental stress ME mm WMu Dv Lavva Mallak Styles of Conflict Interaction High Competitiveness Collaboration Compromise mmmgt L w Avoidance Accommodation mmmmlt Low High Cooperativeness ME mm WMU Dv Lavva Mallak Collaboration Taylor Labor Mgrth v 1 ME mm leU Di Lavva Mallak Antecedents to Intergroup Conflict Competition for resources Task interdependence Jurisdictional ambiguity turf wars Status struggles ME mm WMU Dv Lavva Mallak Techniques for Reducing Intergroup Conflict Avoidance Defusion Containment Confrontation ME mm WMu Dv Lavva Mallak Organizational Conflict Hierarchical conflict Functional conflict Linestaff conflict Formalinformal conflict ME mm WMU Dv Lavva Mallak Principled Negotiation 0 Separate the people from the problem 0 Focus on interests not positions Stress o Invent options for mutual gain 0 Use objective criteriaShow the data 0 When all else failsBATNA IME 6000 WMU Dr Lary A Mallak IME 6000 WMU Dr Larry A Mallak IME 6000 WMU Dr Lary A Mallak IME 6000 WMU Dr Larry A Mallak Are You Type A or Type B AELE 121 rnrmrs mm A We PMquot W a mm m 1quot 3 rs always moving is m untamed about time rmnmm Walk rapidly is patient Ears raFrdly Doesn t brag Talks rapidly Plays rm run not in win I impeller neiam wrrnour gurir Dues two inran 3 Ha no pressing deadlines an r ope wim leisurs Irme is m mannered is obsessed wllh numbers is r 935 res illness warmly r a lesswe s as is mmnarrrwa Constantly teal under lime urasure IME 6000 WMU Dr Lary A Mallak IME 6000 WMU Dr Larry A Mallak Organizational Causes of Stress Administrative policies and procedures Organizational structure amp design Organizational processes Working conditions ME mm WMu Dy LayyyA Mallak Individual Causes of Stress Role conflict amp ambiguity Type A characteristics Personal control Learned helplessness Selfefficacy Psychological hardinessresilience ME mm WMU Dy LayyyA Mallak Effects of Stress Physical problems Psychological problems Behavioral problems ME mm WMu Dy LayyyA Mallak Organizational Coping Strategies Create a supportive organizational climateculture Enrich task design Reduce conflict and clarify roles Plan and develop career paths and provide counseling ME mm WMU Dy LayyyA Mallak Resilience Emphasizes Positive Coping Strategies 0 Active coping 0 Acceptance 0 Planning 0 Turning tn religion 0 Suppression of 0 Focus on amp venting of competing activities emotions o Restraint coping o Denial o Seeking social support 0 Behavioral instrumental disengagement o Seeking social support 0 Mental disengagement emo onal o Alcoholdrug 0 Positive reinterpretation disengagement amp growth ME E EEI WVlU DY LEVWA Mallak Power amp Politics ME mm WMU Dy LayyyA Mallak Classi cation OfPower c anew Leghmnte Referent Kelman s Sources of Power 0 Compliance 0 Identi cation o Internalization mum WW D DWAMaiizk Of The Tar ets OfPower In uencea 1 1 mum WW D um Maiizk An Overall Con n enc Model OfPower WWW W T mm inquot quotmm W c Rm WWWWM mammal Mawqcmm MW st mm an WWW Wmmm my D WWW Atkacuvzness 39 mmm relmanshpwnh39he sallencethagml wwmm mum mmm WWW mums Gaesimgwm WWW WWW WWW Msnn WW uWdews Two Faces OfPower Grouprfucused Power furpersunal gam mum WW D um Maiizk Organizational Areas 11m A More p01ch Than Rational emamem Taxonomy of Political Strategies Information strategy Financial incentive strategy Constituency building strategy IME mm leU Dy LaWA Mallak Specific Strategies Aid Power Acquisition Maintain alliances with powerful people Divide an rule Manipulate classi ed information Make a quick showing Collect and use IOUs Attack and blame others Progress one step at a time Take counsel with caution Be aware of resource dependence Wait for a crisis IME mm WMU Dy LaWA Mallak Political Tactics from the Research 0 Pressure tactics Upward appeals 0 Exchange tactics o Coalition tactics Ingratiating tactics o Rational persuasion Inspirational appeals 0 Consultation tactics IME mm leU Dy LaWA Mallak Guidelines for Keeping Politics in Check Keep lines of communication open Rolemodel ethical and nonpolitical behaviors Be wary of game players Protect individual privacy interests Always use the value judgment Is this fa ir IME mm WMU Dy LaWA Mallak Leadership IME mm leU Dy LaWA Mallak Being on the tightrope is living everything else is waiting Karl Wallenda tightrope walker IME mm WMU Dy LaWA Mallak We don t have any idea how to talk about the forces of history so instead we talk about a few individuals and pretend this is an explanation Peter Senge para hrasiw Leo ols y In ar and Peace mum WW D um 13ka Fight it Hate it Kick it Break it Jack We lch Former CEO of GE mum WW D DWAMallzk Bennis amp Nanus Vision Meaning through communication Trust Deployment of self mum WW D um 13ka Vision Driven vs Decision Driven Scenarios a Emma m WM 2m 31 1 m mum WW D DWAMallzk History of Studies on Leadership 0 Iowa 0 Ohio State 0 Michigan Leadership Studis mum WW D um 13ka Continuum of Leadership Behaviors Use of autho ty Use of fre dom subordinates announces sells invites presents decision decision ques Ions tentative mum WW D DWAMallzk Continuum of Leadership Behaviors Use of authority Use of freedom subordinates consults group empowerment decision makes decision ME suuu WMU Dr Larry A Maliak Leadership Dimensions Leadership Theories o Trait 0 Group amp Exchange 0 Contingency o Transformational ME suuu wMu Dr Larry A Maliak Consideration Initiating structure Relationship Task Concern for people Concern for production ME suuu WMU Dr LarryA Maliak Contingency Theory 0 Leadermember relationship 0 Degree of task structure 0 Leader s position power ME suuu wMu Dr Larry A Maliak Leadership Grid 9 high 19 99 Country Club Team 8 Management Management n 53 55 E 8 Impoverished Authority 5 Management Compliance 11 91 1low Concern for Production high9 Dr Larry A Maliak ME suuu WMU Situational Leadership u an a mum quot h Sun when lklrllrmllle and unwilling u da mi Willing and able m min N 7 R3 7 alm hul unwillilly m llu jab u mml hm willlrw n dumb Read Asll AWllilnnm Scum httu Huach msue muuaalekmsmms Mm ME suuu wMu Dr Larry A Maliak Effective Styles Participating Selling 3 52 Style of Leader S4 S1 Delegating Telling Low Relationship Behavior High Low Task Behavior High WVlU ME mm Dy LaWA Mallak Effective Styles High Mode rate Low PathGoal Relationships ME mm leU Dy LaWA Mallak a 3 Maturity of g M4 M3 M2 M1 E Followers Y Y N N Ability Y N Y N willingness ME E EEI WMU DY LaVWA Mallak PathGoal Theory 0 Explains the impact that leader behavior has on subordinate motivation satisfaction and performance 0 Four major styles of leadership directive supportive participative achievementoriented ME E EEI WMU DY LaVWA Mallak Social Learning Approach Leader includes cognitions Leader Behaviorlt gtEnvironment ME mm leU Dy LaWA Mallak Skills of Effective Leaders Cultural flexibility Communication skills HRD skills Creativity Selfmanagement of learning ME mm WMU Dy LaVWA Mallak Effective leaders can get tunnel vision ME emu wMu Dy my Mallak There is a world market for about five computersquot 7770mas J Watson founder and first president of IBM xMEsmu wMu Dy my Mallak The ying machine will eventually be fast they will be used in sport but they should not be thought of as commercial carriers Octave Chanute French aviation pioneer ME emu wMu Dy my Mallak While theoretically and technically television may be feasible commercially and financially I consider it an impossibility a development of which we need waste little time dreaming Lee DeForest American Inventor ME emu wMu Dy my Mallak WhatI Learned on Mt Everest o Leaders should be led by the group s needs 0 Inaction can sometimes be the most difficult but wisest action o If your words don t stick you haven t spoken 0 Leading upwards can feel wrong when it s right ME mm WMu Di Lavva Mallak Leaders Should Be Led by the Group s Needs 0 Keep personal interests from taking precedence over what s best for all 0 Place team needs ahead of your own Tough when hungry tired cranky o Monk Ladership is built by sening When leaders truly subordinate their private welfare their authority becomes unqusu39onable ME mm WMU Di Lavva Mallak Inaction Can Sometimes be the Most Difficult but Wisest Action 0 Esp if the alternative is to act too quickly 0 Back away if the circumstances dictate o If one member reaches the summit all members bask in the glory of that success 0 Pushed envelope too far and marred a brilliant accomplishment o Ran the risk of allowing our desire to reach that goal to recklessly overwhelm our good judgment endangering ourselves and others ME mm WMu Di Lavva Mallak If Your Words Don t Stick You Haven t Spoken I had firm plans in mind and Ithought I communicated them Telling people something vs delivering information so it sticks When leaders make their strategic intent abundantly clear others know what to do without requiring myriad further instructions ME mm WMU Di Lavva Mallak Leading Upwards Can Feel Wrong When It s Right Press for more information build a contingency plan Dr Weathers amp Rob Hall She recognized that he was off his game but said nothing Wished she had done more to help him His leadership saved her life but hers had fallen short in saving his ME mm WMu Di Lavva Mallak Why is it that certain people seem to naturally inspire confidence loyalty and hard work while others just as smart stumble again and again ME mm WMU Di Lavva Mallak They ve experienced a leadership crucible mum WW D um Mallzk What is a Crucible o Avssel used metals into gold mum WW What is a Crucible A transformative rience identity mum WW D um Mallzk Exemplars of Leadership Crucibles 0 Liz Altman working in Japan 0 Muriel Siebert Jewish businsswoman 0 Vernon Jordan AfricanAmerican in Atlanta mum WW D DWAMallzk Happmess s m a imam7 0 your mumsmes m 5 mm mm out00k on Me quot Sidney Rittenberg mum WW D um Mallzk Great Leaders Have Four Key Skills 0 Ability to engage others in shared eaning Sidney Harman o A distinctive and compelling voice Jack Coleman and defusing ag burning 0 Sense of integrity amp strong values Coleman 0 Adaptive capacityRsilience Ivster at Coke didn39t get it mum WW D DWAMallzk Adaptive Capacity Requires Two Key Skills 0 Ability to grasp context read the situation 0 Hardiness perseverence and tou hnss mum WW D um Maiizk Everyone s testedbyV e but ony a few extract strength and Wsdom my the m7erng eweMIME mews the ones We LiaHeady quot Bennis gt Thomas 2002 mm WW D DWAMaiizk I wanna WW D um Maiizk Communication mum WW D DWAMaiizk quotnun 1m 15 Berna m m ummm cm mu m ms ass To mm HIM mm m mam i i 1 LL mme ms m m mu anuu my mum WW D um Maiizk Communication Process Model gt Feedback mum WW D DWAMaiizk x I nxscovzunrrwo m m mmsrrons mgumgm ig us MT 15 mm quotmm WW AVEIY mam mum mm m mum WW D um Mallzk Improving Communication 0 Set the proper climate 0 Plan your communication audience amp purpose 0 Consider receiver39s frame of reference 0 Use repetition 0 Encourage feedback mum WW D DWAMallzk quotWellI reckon you39ve been a pretty good horsequot said the farmer quotYou work hard and I ain39t had to call the vet on you much I only wish you pulled the plow a little fasterII quotNOquot said the horse quotI said 39feedbag39 not 39feedback39II mum WW D um Mallzk Types of Nonverbal Media 0 Voice signals intonation 0 Body signals arms crossed looking away leaning forward 0 Object signals furniture decor 0 Space signals being close distant 0 Time signals mum WW D DWAMallzk Information Richness 0 Potential informationcarrying capacity of data mum WW D um Mallzk Low Richness mum WW D DWAMallzk To High Richness m suuu wMu w my n Maiii iiiDvmalmiv Richiwss Msmum Feedk c mwmsi Source mums um iivmiemwe Visuni Audin vaaumi F39s mus wenmm Si nmmymi F u i Very 5w iimym visusi impersuir i W Vevv 5w hum Vzuai iiiipevm ai xMzsum wMu DvLavyAMaiiak All Information is Biased o Recognize the bias 0 Choose your bias 0 Use the MSM to analyze m suuu wMu w my n Maiii Management System Model Infamanan Piman m suuu mu w my n Maiiak The Data to Information Chain Biases Data to Providieilnformation OPERA39HON 1 OBJECT ANmmsnn 5 739 mum UH m suuu wMu w my n Maiii Information and Noise m suuu mu w my n Maiiak Four Scenarios for Post 9 11 m a at impommukI r mm unamym mm unit mun mm um mum WW D um Mallzk 1mm was a 1 u 5 mm Wok Communication Skills for System Analysts Who s your aud nce o Problem solving work sessions 0 Technical reviews 0 Reports oral and written mum WW D Wmka Audience Plus Purpose Equals Design 0 Who is your audience 0 What is your purpose 0 Write these down 0 Now prepare the communication and choose the right media or medium mum WW D um Mallzk Preparing Presentations 0 See Mod 15852 Worksheet 0 Will drive the building of your presentation 0 Fig 15853 0 Many subsequent worksheets mum WW D Wmka Listening Skills 0 Mostused skill in communication 0 Mostused skill in learnin 0 Least understood communication skill o Spaker 200 wpm listener 300500 wpm mum WW D um Mallzk Interpersonal Barriers Management Communication Barriers mum WW D Wmka Interpersonal Barriers l f 39 39 Barriers 0 Cultural differences 0 Hearing what one wants to hear 0 Poor listening 0 Different interpretations Contradictory verbal and nonverbal 0 Lack of trust 0 Unclear initial idea 0 Fear W Dy Lavlv MallaK Interpersonal Barriers Communication Barriers 0 Negative attitudes 0 Differences in ed and training 0 Preoccupation with other matters 0 Insufficient time 0 Assumptions 0 Lack of feedback 0 Ambiguous nonspecific messages lME mm WMU Dy LayyyA Mallak Interpersonal Barriers Communication Barriers 0 Physical distractions noise interruptions 0 Lack of sensitivity to feelings Attempting to snow the other Pany lME mm leU Dy LayyyA Mallak Employees Like to Hear Role clarifications Praise and recognition Constructive criticism amp feedback Demonstrations of interest Requests for information or assistance Information about organization amp the person s job lME mm WMU Dy LayyyA Mallak How Do We Talk with Bosses o Director short attn span bottomline leave d out the backgroun 0 Free Spirit creative bigpicture many options low followthrough o Humanist likes others to be happy decisions passed around for consensus o Historian whole picture details thorough analysis and background focused on one topic lME mm leU Dy LayyyA Mallak How Can We Give Effective Feedback Intention Specificity Description not evaluation Usefulness to improve performance Timeliness Readiness for receiving it Clarity understood by target Validity lME mm WMU Dy LayyyA Mallak Guide for Constructive Feedback When you c I feel Because pause for discussion I would like Because What do you think ME mm WMu Dy LaWA Mallak Communication Media Faceto face Telephone Fax Email Teleconference Allhands meeting Web site ME mm WMU Dy LayyvA Mallak Downward Communications 0 Give specific task directives 0 Give information on procedures amp practices 0 Provide information on job rationale 0 Tell subordinates about performance 0 Provide ideological information to facilitate the indoctrination of goals ME mm WMu Dy LaWA Mallak Upward Communications Grievance procedure Opendoor policy 0 E mail 0 Counseling surveys exit interviews Participative techniques Empowerment strategy Ombudsperson ME mm WMU Dy LayyvA Mallak Table 104 Descriptive Stereotypes P 356 ME mm WMu Dy LaWA Mallak Good Listening Behavior Summarize what was said Sh w Don t lose interest temper Take Avoid notes defensiveness Ask questions ME E EEI WMU DY LarryA Mallak Good Listening Behavior Don39t dominate discussion Try to Avoid Speaker s distractions vi I DecISIon Making Don39t interrupt Use re ective statements Msnnn WW D um Maiizk Msnnn WW a WWW If you don t know how to gather data and information you won t be able to make management tools work or make good decisions mum WW D um Maiizk Management System Model Systems Frameworks mum WW D um Maiizk THREE MATURITV STAGES MUST PROCEED IN SEQUENCE MAmmv OFTiMiZATiON r Moaiiicaimn oi ihe Dian and caniroi to improved pe oimance STAGES CDNTFIOL Sieady siaie achieved by eiiminatiug vanations viSiEiLiTV r Compiete Eagmzznce oi cause and eHect ailonships Status um 33 Msnnn WW D WWW Five Pursuits Range from Uncertain to Certain Uncertainty Perplexity 7 ca specify neithe the start nDr the end Problem 7 ca wemfy the stat but not the end Program 7 Know the start and have qualitative m an the end Project 7 Know the start am have Ki tatinns fur the end Process 7 Rweatedly achieve the same known md mum WW D um Mallzk Four Levels of Uncertainty 5m catter an WM 2m 31 1 m mum WW D Wmka EFFORT IS AIMED OH FOCUSED DEPENDING ON RESPONSIBILITY i edwtcnmeusmgvesmcied methods ClERlCAL totalellmsaretmwammm anewlmtvallmsmgswalnc steps Enaeaws My 333 Mm WW D um Mallzk DECISIONS INCLUDE INFORMATION ANDOH JUDGMENT smucmRE smucwasn r Roulmedecisions involving mlumauan only SEMLSTRUCTURED r Lessmulme decisions involving tth intmmalmn DECISIONS and udgmam UNsTnucTuaED r Unpucedmled mansions mvawmgwagmem instght and mmquot with little 0 no wxahlishnd lmovmalwn Decisions um 332 Mm WW D Wmka Evolve from Unstructured to Structured Decisions 0 Tobacco sniffer 0 Expert systems help managers make semi structured decisions mum WW D um Mallzk Using the Frameworks 0 Tell you what management tools work 0 And which ones won39t 0 Note the assumptions and constraints and redesign tools if possible CPM only applies to projects Strip away the constraint of defined and and see how bottlenecks can be managed in other pursuits mum WW D Wmka MANAGEMENT svsTEMs CAN BE VlEWED FROM FOUR lNTERRELATED PERSPECTNES commHawswmgas uNsiam l UHEDNEsb UNEE39dmlNW MAHFW A mum rv s lRAlLSlC umsmuc um um Mlzm ioN mam VlslnllfW 0mm iii Mawans DFElsloNS PLRsun39s wags manna wmu m Lavw Mala Steps in Decision Making Eval uate Alternat e manna wMu m LEW n Mallak Simon s Model 0 Intelligence 0 Design 0 Choice implementation feedback manna wmu m Lavw Mala satis ce manna wMu m LEW n Mallak Klein s ModelExperienced Decision Makers 0 Firefighters 0 Neonatology nurses manna wmu m Lavw Mala Decision Making has Several Bases 0 Facts 0 Intuition 0 Experience 0 Authority manna wMu m LEW n Mallak Biases in Decision Making Availability heuristic Representativeness heuristic Anchoring amp adjustment heuristic See exercise on p 500 of 8th edition ME mm leU Dy LaWA Mallak Continuum of Decision Making Behavior Economic Judgmental heuristics rationality and biases model Simon39s bounded Social rationality model model ME mm WMU Dy LayyyA Mallak Group Decision Making Majoritywins Truthwins Twothirds majority Firstshift rule ME mm leU Dy LaWA Mallak Group Decision Making Techniques 0 Nominal Group Technique 0 Delphi Technique 0 Brainstorming 0 Quality Management Tools ME mm WMU Dy LayyyA Mallak Advantages of Group Decision Making 0 More expertise 0 Greater buyin 0 Better quality decisions 0 Social aspects ME mm leU Dy LaWA Mallak Disadvantages of Group Decision Making 0 Take more time 0 Need a facilitator 0 Dominant or silent members 0 More expensive staff time ME mm WMU Dy LayyyA Mallak 22 Nominal Group Technique 0 Task Statement 0 Silent Generation of Idas 0 Round Robin Feedback 0 Combination amp Clari cation o Ranking amp Voting 0 Discussion of Results Msnnn WW D um Mallzk Two Ways to Consensus o No of people voting for an idea 0 S ofall vo es 1065 Msnnn WW D DWAMallzk The Abilene Paradox A Workshop on Individual Responsibility Group DecisionMaking Sum km mam mm Dam mm Msnnn WW D um Mallzk Let s Go to Abilene Msnnn WW D DWAMallzk Mismanaged Agreement The failure in do what is needed to ensure that people are in agreement for the right reasons Abilene Objectives Define quotmismanaged agreement Identify the warning signs and consequences of mismanaged agreement Describe how perceived risk and benefit affect decisions D elo effective personal patterns of participation in group ecisions Develop communication strategies to Skip the Trip D law A Mallzk Msnnn WW Msnnn WW D um Mallzk The Abilene Paradox When groups take action that contradicts what the members of the group silently agree they want or need to do ME mm leU Dy LaWA Mallak What s Behind the Paradox Action Anxiety Negative Fantasy Perceived Risk Fear of Separation Confusion of Risk and Certainty ME mm WMU Dy LayyvA Mallak Action Anxiety Stifles Progress Refers to a common occurrence when asked to place our thoughts and opinions at risk in front of a group of our peers or supervisors ME mm leU Dy LaWA Mallak Negative Fantasy or Perceived Risk Showcases the Downside Happens to all of us we tend to see the potential downsides because they entail risk more so than speaking out ME mm WMU Dy LayyvA Mallak Risks Must Always be Weighed Both the risk of action and the risk of inaction Our unwillingness to take risks may bring about the negative consequences we fear ME mm leU Dy LaWA Mallak Fear of Separation Drives the Paradox We enjoy groups and worry about being excluded from them ME mm WMU Dy LayyvA Mallak 24 We Confuse Fantasy and Reality It s difficult to avoid What we imagine will go wrong if we say what s in our heart becomes more real to us than the far more likely disaster that will result from going along with the crowd ME mm leU Dy LayyyA Mallak Characteristics of Groups on the Road Individuals agree in private about the nature of the problem Individuals agree in private about suitable steps to a solution Once in a group individuals fail to communicate their concerns opinions and reservations ME mm WMU Dy LayyyA Mallak Groups on the Road 39 ued COI lt Decisions are made based on inaccurate data Members experience frustration anger and irritation with each other The problem intensifies until the cycle is broken ME mm leU Dy LayyyA Mallak Exercise Fifteen Reasons Be completely honest Your responses will be anonymously tallied Read the reasons and check the most frequent ones you think of Write down your choices and hand them in ME mm WMU Dy LayyyA Mallak One Way or Another People who don t take risks generally make about two big mistakes a year People who do take risks generally make about two big mistakes a year Peter Drucer ME mm leU Dy LayyyA Mallak Risk There are risks and costs to a program of action But they are far less than the longrange risks and costs of comfortable inaction o77 F Kennedy ME mm WMU Dy LayyyA Mallak 25 Signs a Group Has Arrived Deteriorating project status Blaming and scapegoating Irritation with others ME mm leU Dy LaWA Mallak Preventive Measures Before decisions are made as information is gathered During meetings and discussions After decisions before you arrive in bilene Ways to Skip the Trip What You Can Do 0 Keep negative fantasies and perceived risk under check Consider the benefits of speaking out Diplomatically confront decisions moving in the wrong direction based on your knowledge and experience 0 Be prepared with backup information and good questions ME mm leU Dy LaWA Mallak Job Design amp Goal Setting Successful and Effective Managerial Activities Successful Effective Communication X Trad Mgmt HR Mgmt weakest X Networking X weakest ME E EEI VWlU DY tallyA Mallak GE s Steve Kerr on Workout Stage 1 offsitequotunnatural places Stage 2 unnatural acts in natural places Stage 3 natural acts in natural places ME mm WMU Dy LaWA Mallak 26 Various Approaches To Job Design Quatrty of Work ere Job Engineering Job Design Job Socrat Information Ennenrnent Prooessrng Job Characteristics ME mm WMu Job Design Approaches Job rotation Job enlargement horizontal loading Job enrichment vertical loading ME mm WMU Dv tavva Mallak The HackmanOldham Job Characteristics Model Of Work Motivation RITICA PERSONAL ORE JOB PSYCHOLOGICAL AND WORK CHARACTERISTICS STATES OUTCOMES Vanety of skru E d f 1 High rntemat Identrty ofthe task gene meawng 655 work rnotrvatron Signi cance othe task 0 Hrgnquatrty work performance Exp enenoed responsrbrtrty Autonomy for work outcomes Hrgn satrsfactron wrtn the work Knowledge ofresults Low lumover 6dele from work activities and absenteersrn Moderated by employee growth need strmgth ME mm WMu Dv tavva Malak Speci c Guidelines For Redesigning Jobs CORE JOB CHARACTERISTICS GUIDELINES FOR PRACTICE Provrde cross trarnrng I SKILL VARIETY K A Gweprojects a deadtrne for completion TASK IDENTITY Communreate rrnportanee ofthe Job TASK SIGNIFICANCE e Enhance image othe organrzatron Empowerlo rnake deersrons I AUTONOMY K I FEEDBACK IltSupemsors grre objective rmmedrate r ME mm WMU Dv tavva Mavvak Job Diagnostic Survey Skill varietyuse different skills and abilities Task identitycomplete module of work Task significanceimp0tance to firm Autonomyjob independence freedom Feedbackon progress and performance ME mm WMu Dv tavva Mallak Critical Psychological States Meaningfulnessmaking a valued contribution Responsibilitypersonally responsible for the work being done Knowledge of resultsunderstand how you re performing on the job Certain job characteristics lead to these states ME mm WMU Dv tavva Mallak 27 Formula For Motivating Potential Score MPS sklll variety task rdenmy task slgnlflcance x autonomy x feedback 3 ME mm vWiU Dy LaWA Maiiak QWL ME mm vWiU Dy LaWA Maiiak Locke s GoalSettin Theo OfWork Motivation Values and Emouons Inlenuons value Judgments or GOALS Responses Consequences feedback or actlo or performance relnforcemmt ME mm vWiU Dy LaWA Maiiak Motivating Potential Score skill var bask id bask sig3 x autonomy x feedback 0 Responses range from 17 0 MP5 scale Dy tayyv A Maiiak Process vs Outcome Feedback What s the difference ME mm WMU Dy LaWA Maiiak The Application Of Goal Setting To System Performance Conduct penodrc appralsal and provlde eedback on prog make adjustments we Setlndlvldual 4 objectlves and actlon plans y tayyvA Maiia 28 Rewards amp Recognition ME mm leU Dy LaWA Mallak Money as Motivator Associated with four symbolic attributes Achievement and recognition Status and respect Freedom and control Power ME mm WMU Dy LayyvA Mallak Pay For Performance Gmnshanng Incentw es ME mm leU Dy LaWA Mallak Effectiveness of Pay US baseball team study What did they learn What does Lawler suggest based on NY Yankees ME mm WMU Dy LayyvA Mallak Building Effective Pay Systems Identify organizational outcomes Be able to measure these outcomes Tie rewards to these outcomes ME mm leU Dy LaWA Mallak New Pay Approaches NewPay Approaches 3 ME mm WMU Dy LayyvA Mallak 29 Recognition vs Money Don t have to live with your mistakes Can t be satiated with recognition Tie to outcomes Do it systematically Everyone can do it ME mm leU Dy LayyyA Mallak How to Recognize an Employee s Behavior Oneonone in office Write a note like Jack Welch Fax email call or voicemail praise Acknowledge role of others in your success Praise in staff meeting Bring positive remarks to people quickly Create new ways to recognize ME mm WMU Dy LayyyA Mallak Traditionally Offered Bene ts Insurance Life e Life Cycle Bmeftts Chld Dare Elder Dare ME mm leU Benefits as Rewards o Mandated benefits SSA Workers39 Comp FMLA 0 Optional Life disability health ins Childcare eldercare wellness Steps To Improve Recognition System ME mm leU Dy LayyyA Mallak PTO EAP con dential ME E m WMU Dy LaWA Mallak Resrlience ME E m WMU Dy LaWA Mallak 30 Resilience What looked like extravagance on Sept 10 appeared as genius on Sept 12 Coutu article ME mm leU Dy LayyyA Mallak Are you typeO or typeD Do you see opportunity or danger in adversity ME mm WMU Dy LayyyA Mallak Why a Theory of Organizational Resilience Classically Managing organizational change Managing environmental demands Boundary management between organization and environment Now Managing organizations through rapid mrbulent uncertain c ange Managing individuals through rapid turbulent uncertain c ange Dubai to need fora slime Why Resilience Pace of global change Unrelenting work pace Increasing expectations Difficulty maintaining life balance Meeting customer needs on the spot Capturing opportunities Making life and death decisions ME mm WMU Dy LayyyA Mallak De ne Resilience The ability of an individual or organization to expeditiously design and implement positive adaptive behaviors matched to the immediate situation while enduring minimal stress Mallak 1997 ME mm leU Dy LayyyA Mallak We Can Learn From Crisis Management Natural disasters produce resilient behaVIor Mann Gulch San Francisco earthquake 1989 Bricolagecreating order out of whatever is available How to respond in an extreme situation Prepare for the crisis ME mm WMU Dy LayyyA Mallak 31 Resilience Demands Effective Coping Strategies 0 Coping consists of the efforts to prevent or reduce the negative effects of stress on well being Edwards 1992 o Differs from coping in two ways Resilience seeks to produce eustress Dependent variables ind wellbeing vs performance 0 Resilience emphasizes positive coping strategies ME mm WMu Di Lavva Mallak Resilience Emphasizes Positive Coping Strategies 0 Active coping 0 Acceptance 0 Planning 0 Turning to religion 0 Supprssion of 0 Focus on amp venting of competing activities emotions o Restraint coping o Denial o Seeking social support 0 Behavioral ins rumen l disengagement o Seeking social support 0 Mental disengagement emotional o Alcohol dru 0 Positive reinterpretation disengagement amp growth ME E EEI WMU DY LEVWA Mallak Resilience Requires SelfEfficacy o The individual s con dence in their ability to perform a specific task in a particular situation Hellriegel et al 1998 0 High selfefficacy employees Have the ability needed Are capable of the effort required No outside events will deter them from performing ata high level ME mm WMu Di Lavva Mallak igl A Resilient Organization Has These Characteristics 0 Vision 0 Clear understood jointlyheld vision 0 Congruent with personal vision of ployees ME mm WMU Di Lavva Mallak A Resilient Organization Has These Characteristics 0 High level of congruence between organizational and individual values ME mm WMu Di Lavva Mallak A Resilient Organization Has These Characteristics 0 Elasticity 0 High tolerance for uncertainty 0 Work with and through exceptions o Able to bend without breaking I m Di Lavvv A Mallak 32 A Resilient Organization Has These Characteristics 0 Empowerment 0 Provide meaning tap competencies build selfdetermination positive detectable impact on operations 0 Bricolage and self ef cacy ME mm WMu Dv Lavva Mallak A Resilient Organization Has These Characteristics 0 Coping o Composed of 39 dividuals who 63 39quot perceive things positively 0 Members perform positive adaptive aviors ME mm WMU Dv Lavva Mallak A Resilient Organization Has These Characteristics 0 Supports effective networking 0 Effective team structures 0 Behavior modeling and support 0 Connect members to networ 0 Connections ME mm WMu Dv Lavva Mallak Hardy Individuals Have These 0 Commitment to what they do 0 Enthusiasm for challenge 0 Sense of control over their lives 0 Hardiest phone execs had childhoods marked by divorce frequent moves illnessdeath Based on 5de of ill Bell Telephone managers beforeafter deregulauon ME mm WMU Dv Lavva Mallak Resilient Organizations Must Have These Vision Values Elasticity Empowerment Coping Connections ME mm WMu Dv Lavva Mallak Organization Structures ME mm WMU Dv Lavva Mallak 33 Weber s Bureaucracy Specialization amp division of labor Positions arranged in a hierarchy System of abstract rules Impersonal relationship ME mm WMu Dy LayyyA Mallak Uncertainty is the difference between the information you have and the information you need Source J Galbraith 1973 ME mm WMU Dy LaVWA Mallak Five Pursuits Define Level of Uncertainty Perplexity Problem Program Project Process ME mm WMu Dy LayyyA Mallak Organizing Principles Unity of command Span of control Parity principle ME mm WMU Dy LaVWA Mallak The Traditional Organization Plant Manager Stan Douglas ME mm WMu Dy LayyyA Mallak Matrix Organization PlantManager IPurchasing Production Finance Engineer VV 7 W W W ME mm WMU Dy LaVWA Mallak 34 John Moody s Oneperson Organization JOHN MOODY Owner and Operator Finance Production Sales ME mm vWiU Dy LaWA Maiiak With Assistants ME mm WMU Dy LaVWA Maiiak Dy Layyv A Maiiak Line Organizat39 after 10 Years I Fin mgr I lProdmgr Sales mgr Mintzberg s Structure in Fives ME mm WMU Dy LaVWA Maiiak 35 Modern Organization Desig new mum WW D um Mallzk Modern Organization Designsmwn 7 mum WW D DWAMallzk Virtual Organization 0 Technology 0 Opportunism o No borders 0 Trust 0 Excellence mum WW D um Mallzk Modern Organization Desig new mum WW D um Mallzk Organizational Culture amp Change Management mum WW D DWAMallzk Fortune s List of Most Admired Companies 2003 mum WW D um 13ka Fortune s List of Best Companies to Work For 2004 1 J M Smucker 2 Alston amp Bird law rm 3 Container Store 4 Edward Jones 5 Republic Bancorp Owosso Mi 6 A obe System 7 TDlndustnes construction 8 SAS 9 WegmansFood Makes 10 XlllnXCHlpS ksni m wm D WWW Surfing the Fads Caught in the Eddies TQM reengineering openbook management empowerment customer focus selfdirected work teams best practices timebased management Hinciples and valueadded of these Need for cultural understanding Why and how culture should lead to performance Designing teams for effectiveness snnn WW D mm mm Culture is the Set of Values content Common to a Unit ofInterest boundary mum WW D DWAMallzk The IBM Uniform mum WW D um 13ka Implementation Success Harbors on the Perspective Taken 0 Cultural Direction of Success 0 Genuine commitment o Offtheshe f 0 Prog ramofthemonth Msnnn WW DDWAMallzk Cultures Change for One of Two Basic Reasons i I Many Variables Affect Culture Change Duration Cullure cans Value Cnngrumcy Cuhur ue Duraliun Alignment PrincipalAgent Rule olganizaliunal Age 3 Hislnry A crisis lurees change on A leader mulivales change Generalhi n39 Organimhn WEsnnn WMJ e39 um wuu lMEsnnn Wu e39 um lelzk Sume Change Slight aenauiural Change Techniques Ehangm palm m interaction Ehangm role eweaalons chengm managemem a worler realms Ehangm ease new swimmer DroueSSl melon Majur aenauiural Change we snnn WMJ e39 um wuu We think there is a world market for maybe five computers Thomas Watson chairman of IBM 1943 lMEsnnn wMu Dr szA lelzk Culture is Rooted in Abstract Forms 0 Values 0 Norms o Traditions we snnn WMJ Dr mm Mallzk Steelcase Corp Dev Center r lllllllll n lMEsnnn wMu Dr szA lelzk Schel n39s Culmre Modd Language Plays a Key Role in Culture Jagun slang Gesmre slgnal slgns Song and needs Humcr pkes gnssp rumrs Melapmrs Pruverbs slugans Culmre s Tangible Forms ae Readily Observed Symbol Language Narrauves Pracnoes Honda s Logo vs Tori Gates Manage Culture m Improve Performance Mam some m sushqu cm W rem ram and mm m k Make halnlnq a Dmiesi rm an event Declde what to measuve and haw Manage Cullure to Improve Performance Dem W m use gaps an kw Devdav ma mm m mmar change we mm gem and h vavlms Match murkyequally to desned mm m the work helm one and a realm mm m Manage and Change Culture Starting with These Steps 0 Capitalize on propitious moment 0 Combine caution with optimism 0 Understand rsistance to change 0 Change elements but maintain continuity mum WW D um Mallzk Manage and Change Culture Starting with These Steps 0 Recognize importance of implementat39on 0 Select modify and crate appropriate cultural forms 0 Find and cultivate innovative leadership mum WW D DWAMallzk Change Efforts Rely on Culture and Infrastructure Measuring Culture mum WW D DWAMallzk How Can We Measure the Culture Employee survey Culture Strength Critical Incident Technique Competing Values Framework Interviews amp tour Msnnn WW D WA Mallzk What is Culture Strength 0 The extent to which values are held and practiced by employeesstakeholders mum WW D DWAMallzk The Experience Ladder Experiences Services Goods Raw Materials mum WW D mm mm Experience Rebel Lifestyle IIllhat we sell is le ability for a 43yearold accountant to dress in black leather ride through small towns and have people he afraid of him mum WW D DWAMallzk Culture Strength Requires Higher Levels of Commitment l sun lti Physicians gt lt2 mm mm WW Strong Cultures are Associated with Superior Performance An 11year study of strong culture vs weak culture firms s ong culture firms significantly outperform wea culture firms gm Dawns m Tylenol FDNY mum WW D mm mm Experience LadderlTP Dreams Come True Awesome Experiences Solutions Services Goods RawDMaterials mum WW DWAMallzk Southwest Airlines WE soon we Dr Law A Mallalt SWA The MISSlon of Southwest Airlines The mission of Southwest Airlines l5 dedication to the highest quality of Customer Service delivered with a sense of warmth friendliness individual pride and Company Spirit To Our Employees equal opportunity for learning and personal growth Creativity and innovation A l h air Employees Will be provided the same concern respect and caring attitude Within the organization thatthey are expected to share externally With every Southwest Customer iME sum WMU Dr LavA Mallak We want people who can do things well with laughter and grace Herb Kelleher Chairman of Southwest Airlines WE Emu ww Dr Law A Mallalt Southwest Made More Than All Other Airlines Combined All Other LowrFare 39 713 SIDn zuuzrozm amp2UU47Q1amp2 iME sum WMU Dr LavA Mallak WE soon we Dr Law A Malldlt iME sum WMU Dr LavA Mallak 42 mum i mm W Youdo mf mereb womttoba wbestof thebest ValWW Jeircnyarkcia mum WW 0144 ownhadd whazfyowdo Jerry Garcia mum WW D um Maiizk Critical Incident Model What We Found Msnnn WW or lamA wok More on the CIT View of Compassion Concern or pauenti pom ciinicai and norin ciinicai Communicating Winn ine pauent and ner famiiy Concern for comfort of famiiy and visitors Extending boundaries of Uadmonai neaiincare eiivery Msnnn WW or unyAMaiizk Culture The Patient More on the CIT View of Culture The Physician Compassion Competence Teamwork e improper behavior N to b N active partner in the neaitncare process Msnnn WW or lamA wok More on the CIT View of Culture The Employee Phenomenaiconworker 39 support Strong teamwork ethic d rider is beiow perrorrnance Msnnn WW or W A wok More on the CIT View of Culture The Organization Excepuonai dedication to mission 7 Safe concern e Professionaiisma con denuaiitycompromi d Maria e se 9 mentLeaoersnip iacks speed in acuori and foiiowndwrough Msnnn WW More on the CIT view of Culture The Facility wiiiingness to neip i C guess nd their way 7 Concernswim the design of me taciiity is processes and systems Msnnn WW Lessons from Critical Incidents 0 Concern for core service delivering health care to patient is imperative o The hospital39s mission drives most behavior 0 Coworker support is truly phenomenal o Teamwork is a core value of Saint Alphonsus 0 Safety consistency and profssionalism need more attention 0 The physician needs in become more ofa stakehol er ME mm vau D Lavva Mallak Competing Values Framework Overall Organization ennrwwnm Wenmm ME E EEI WMU DY tallyA Mallak Competing Values Framework Flexibility amp Discretion Administration cmmwm MMer ME E EEI WMU DY tallyA Mallak Coopera 39ve Team Open System FrendypEce m War9 Adapts to and Me an extended femy damHates Ms menr anarnal External Fm Stabe Hierarchy Ra 39ona Firm Focus Procedures gaven Eyid eebased wharpeope do Cea dram7 Had to pmde ve outcomes Stability amp Control ME E EEI leU DY LEVWA Mallak Stable Hlerzrchy ME mm vau D Lavva Mallak Inpatient Nursing Units Cunvemw39nm Simianmm ME E EEI WMU DY tallyA Mallak 45 Finance mmmw m Mienmm ME E EEI WVlU DY LEVWA Mallak Comparing Prince and JCI Cultures ME mm WMU Dy LayyvA Mallak Unscientific Study 12 class respondents 5 Prince 7 JCI No names used Webbased ME E EEI WVlU DY LaWA Mallak Prince Culture Was Clearly Stronger on Most Items Prince responses were 8910 JCI responses were 345 ME mm WMU Dy LayyvA Mallak PrinceJCI Slides ME mm WMu Dy LaWA Mallak Study of ISO 9000 and Culture ME mm WMU Dy LayyvA Mallak 46 Seven Cultural Factors Emerged F1 Climate Leadership Laissezfaire Conservative F5 Teamoriented Entrepreneurial F7 Cooperative o o o 39I39I39I39I39I39I 00M 0 I Ch ME mm leU Dy tayyyA Mallak Maintaining ISO Requires Different Cultural Factors 0 Attain Precision Highly organized Teamoriented Decisive Riskaverse Stability Results Cooperative Equity ME mm WMU Dy tayyyA Mallak Maintaining ISO Requires Different Cultural Factors Maintain Climate Leadership Laissezfaire Conservative Teamoriented Entrepreneurial Cooperative ME mm leU Dy tayyyA Mallak Key Differences Attain o Requires emphasis on precision being highly organized amp decisive Key to both team stability cooperative ME mm WMU Dy tayyyA Mallak Key Differences Maintain Requires emphasis on climatehygiene factors F1 amp supportive culture F7 amp calculated risks Key to both team stability cooperative leadership ME mm leU Dy tayyyA Mallak Hofstede s Cultural Dimensions IndividualismCollectivism amp Power Distance Uncertainty Avoidance MasculinityFeminity ME mm WMU Dy tayyyA Mallak 47 About a year ago I hired a developer in India to do myjob I pay him 12000 to do the job I get paid 67300 for He is happy to have the work I am happy that I only have to work about 90 minutes per day I still have to attend meetings myself and I spend a few minutes every day talking code with my Indian counterpart The rest of my time my employer thinks I m telecommuting They are happy to let me telecommute because my output is higher than most of my coworkers Now I m considering getting a second job and doing the same thing with it That may be pushing my luck though The extra money would be nice but that could push my workday over ve hours 4mm posting atSlashdot ME mm WM 020404f39r i58l tel lfl Dan Pink ForbeleO from 1917 to 1987 39 members of the Class of 17 were alive in 87 18 in 87 F100 18 F100 survivors underperformed the market by 20 just 2 2 GE amp Kodak outperformed the market 1917 to 1987 SampP 500 from 1957 to 1997 74 members of the Class of 57 were alive in 97 12 24of 500 outperformed the market from 1957 to 1997 re Ma ret IME mm WMU Dr Lavva Mallak SE17l0rigins of Sustainable Entrepreneurship 1 Genetically disposed to Innovations that upset apple carts 3M Apple FedEx Virgin EMW Sorry Nike Schwab Starbucks Oracle Sun Fox Stanford Universi MIT Perpetually determined to outdo oneself even to the detriment of today39s winners Apple cirque du Soleil icrosoft No ia e x Love the Great LeapEnjoy the Hunt Apple Oracle Intel Nokia Sony Culture of Outspokenness Intel Microsoft FedEx CitiGroup 0 N poo PepsIC Encourage Vigorous DissentGenetically quotNoisyquot Intel Apple Microsoft as IME mm WMu Dr Lavva Mallak SE17Or g s of Susta39 able Entrepreneurshig 6 quotCulturallyquot as well as organiza lonally Decentralized 3 JM Omnicom 7 MuItientrepreneurshipIVIany Independentminded Stars GE PepsiCo TimeWarrler centr g tireless in pursuit ofwiping out Centrallzrng Tendencies JSoJ irgin 9 Scour the world for Ingenious Alliance Partners especially exciting startups P zer 10 Don t overdo quotpursuit of synergyquot GE JSoJ TimeWarrler 11 Find and Encourage and Promote Strongwilled Independent people GE PepsiCo 12 Ferret out Talent anywhere and everywhere quotNo limitsquot approach to retaining top talent Nike Virgin GE PepsiCo IME E EEI WMU Dr LaVWA Mallak SE17Origins of Sustainable Entrepreneurshig 13 Unmistakable Results amp Accountability focus from the getgo to the grave GE New York Yankees PepsiCo 14 Up or Out GE McKinsey big consultancies and law rms and ad agencies and moviestudios in general 15 Competitive to a fault GE New York Yankees News or IFox PepsiCo 16 quotBipolarquot Top Team with quotUngluedquot Innovator 1 powerful Control Freak 2 Oracle Virgin God help you herritz is missing Enron 17 Masters of LooseTightHardnosed about a very few Core Values Openminded about everything else Virgin IME mm WMu Dr Lavva Mallak Enrico former chairman PepsiCo IME E EEI WMU Dr LaVWA Mallak ataraof w ljl W 075W WCWZUJM W 76am W39 CW 339 W 7Roger Enrico former Chairman PepsiCo ME E EEI WVlU Di LEVWA Mallak Phil Daniels Sydney exec and de facto Jack ME mm WMU Dy LaVWA Mallak Wawcaw tbehwva macam MW Jack Welch ME mm WMu Dy LaWA Mallak Crises amp Ethics ME mm WMU Dy LaVWA Mallak Recognize What You Know and What You Don t o What are the facts 0 What started all this 0 How can we tackle this 0 What decisions or actions need to be taken 0 What information do we need 0 How will we get that information 0 Think through this before the crisis occurs ME mm wmu Dy LawA Mallak Never Let the Boss Be Surprised ME mm wmu Dy LarryA Mallak 49 Pick the Right Tool Risk analysis Contingency planning Logic charts Tabletop exercises Others ME mm leU Dy LaWA Mallak In a crisis the worst decision is no decision and the second worst decision is a late one Sawles 1991 ME mm WMU Dy LayyvA Mallak We Must Be Ready For Perplexities Example New Madrid Mo fault line We don t know when the earthquake will occur How long the earthquake will last Or what the extent of damage will be ME mm leU Dy LaWA Mallak Crises disrupt project activities to the point where new and typically unanticipated decisions must be made to continue the project Mallak Kurstedt amp Patzak 1997 ME mm WMU Dy LayyvA Mallak Risk Analysis Helps Us Find Out What can go wrong What s most probable What has the greatest impact Combination of an event s probability of occurrence and severity of consequences determines priorities ME mm leU Dy LaWA Mallak Preparing for Evil Types of crises Natural accidents res earthquakes Normal accidents anticipated by design TMI Bhopal Valdez Abnormal deliberate accidents terrorism sabotage ME mm WMU Dy LayyvA Mallak 50 The Wheel of Crises mum WW Preparing for Evil 0 Use the Wheel ofCrises Bring two events toget er 0 Use internal assassins o Deploy mixed metaphors quotmicrobesquot in software code 0 Conduct spy games put the criminal to work mum WW D Wmka Learn From These Cases 0 Morgan Stanley 911 0 Ford and Firestone tire recall 0 SARS model of slowmov39ng bioterrorism thrat mum WW D um Mallzk Morgan Stanley amp 9 11 0 On that day MS lost 13 million sq ft of office space in 24 floors of WTC 3500 employees displaced 13 missing Open for business by market opening at m on 911 0 Could have been much much worse mum WW D Wmka Morgan Stanley amp 9 11 0 Emergency preparednss program had been going for 15 years 0 Tested crisis strategis at least 1xyr including re and evacuation drills mum WW D um Mallzk Morgan Stanley s Approach 0 Keep communications going Most networks were down on 911 but e mail Blackberries and some wireless connections were still working Focus on what you w do Rumor Control Network all reporls investigated and reported upon Email based mum WW D Wmka Morgan Stanley s Approach 0 Keep the business going Opened at 930 am on 911 using disaster recovery sites Opened on Sat 915 to guide clienls before Monday39s market opening Produced a special industly impact reportjust two days after the attacks 80 ofinbound Manhattan calls were blocked MS got around this by routing calls via ils Tokyo of cs ME cum WMu Di LawA Mallak Morgan Stanley Lessons Learned 0 Personnel Needs Can handle real estate and technology losses Cannot easily replace people like CantorFitzgerald Also egtlttensive workathome and employee support services 0 Diversi ed Operations Many different businesses in different locations Used those nonaffected locations to handle disaster recovery 0 Increased Outage Duration MS planned for an outage of at least four wee ME cum WMU Di LallvA Mallak Morgan Stanley Lessons Learned o Awareness Mandatory emergency tutorials and drills paid off on 911 0 Contacts Crisis scene is no place to trade business cards Built the relationships before the problems occurred 0 Focus on End Results Instead of focusing on the many causes of crises Bld campus is inaccessible but technologyinfrastructure is still functioning Bldgcampus is not functioning Partial internaloffshore oulage ME E EEI WVlU Dl LEVWA Mallak Ford and the Firestone Recall 0 Problems first noticed in Saudi Venezuela and Malaysia 0 Recalled tires in those countries did not notify US DOT Major reservations o FordFirestone relationship nearly 100 years old Bill Ford married Firestone s granddaughter Martha Peake Firestone Their son is current chairman Wm Clay Bill Ford Jr ME cum WMU Di LallvA Mallak FordFirestone 0 Approach was reactionary and blameseeking Set up a war room in 11m oor of HQ in Dearborn Initially sought l1 blame Firestone solely for the problem Ford warranE all components except tires therefore Ford receives no data on tires Ford presilred Firestone to produce a lighter tire Higher pSI gave better mileage ratings but Explorer whee s were lining off the pavement in mst maneuvers because onhe higher cenmr of gravity ME cum WMu Di LawA Mallak FordFirestone Lessons 0 War room centralized information and people 0 Nasser quickly went into crisis mode to restore customer and investor confidence 0 Design ethics politics profits all intertwined to create a comp icated scenario Must recognize implications of decisions and actions ME cum WMU Di LallvA Mallak 52 Mission amp Vision Statements ME mm vWiU Dy LayyyA Maiiak Our goal is to completely utilize cutting edge infrastructures to set us apart from the competition ME mm WMU Dy LayyyA Maiiak We strive to seamlessly pursue costeffective data while continuing to obally utilize parallel intellectual capital for 100 customer satisfaction ME mm vWiU Dy LayyyA Maiiak We have committed to conveniently provide access to scalable resources and dramatically fashion market driven materials to stay competitive in tomorrow39s world ME mm WMU Dy LayyyA Maiiak We strive to conveniently integrate innovative paradigms ME mm vWiU Dy LayyyA Maiiak We have committed to interactively facilitate multimedia based paradigms to allow us to competently administrate emerging opportunities ME mm WMU Dy LayyyA Maiiak 53 Gotcha ME mm WMU Dy Layyy A Mallak Mission vs Vision 0 Mission is more shortterm and readily achievable Vision is longerterm and idealistic eg n visionary wgscm vau D DayyyA Mallak Missions amp Visions Microsoft Mission Create and market business and home software applications Vision Own every desktop ME mm WMU Dy Layyy A Mallak Missions amp Visions Space Program Under JFK Mission Perform manned space flights Vision Put a man on the moon wgscm vau D DayyyA Mallak Missions amp Visions World Hunger Organization Mission Send relief shipmenB and lobby for funds to combat hunger problems Vision Ensure every human being has food t ME mm WMU Dy Layyy A Mallak Missions amp Visions The Cleveland Clinic Mission Dedicated to providing patienB with excellence in all aspects of their carequot Vision End heart disease as we know itquot wgscm vau D DayyyA Mallak 352 annapo huhm mum WW D mm mm mum WW D DWAMallzk 392m it an tlEngmm 1975 ibuprnms um aan alum I 1 mm WW D mm mm Lands End Goes Back to the Old Culture 0 Founded in 1963 by Gary Comer 0 Family culture integrated with rural Wisconsin mum WW D DWAMallzk Lands End Goes Back to the Old Culture 0 5 buildings in LE complex Bldg 6 0 Take care ofyour people take ca take care 0 Its re of your customers and the rest will f elfquot o No gates or security trust mum WW D mm mm Former LL Bean Executive Recruited as VP CEO 0 Teamwork 0 Short courses 0 Peer and subordinate performance appraisals mum WW D DWAMallzk Former LL Bean Executive Recruited as VP CEO Outside consultants 2day delivery Turn every customer into a friend by delivering quality products ME mm WMu Di Lavva Mallak Employees Resisted Changes We didn t need anything hanging over our heads telling us to do something we re already doing Became key client of consulting firm Work began to feel like a job ME mm WMU Di Lavva Mallak Employees Resisted Changes Production over employees105hr Productoriented teamwork failed QA supervisor had meetings every day Does this make sense in our organization ME mm WMu Di Lavva Mallak Comer and LE Recovered o Vigorously questioned End 0 End and Woodward left 0 11year veteran named CEO ME mm WMU Di Lavva Mallak Comer and LE Recovered Discontinued most teams QA supervisor now only 1hrwk meetings Communication seminars stopped Kept 2day delivery New mission removed ME mm WMu Di Lavva Mallak Change Models ExpertMedical Model Lewin s Model ME mm WMU Di Lavva Mallak 56 CDMSulflll s Perceives Presems WW Lus39mm m Gamers n u war 3 mg mg Diagnoses Propose Sponsor s People Implement Takeyourmedicine Msnnn WW WM Mallzk Msnnn WW DHamAMallzk Force Field Anal sis LeWIn s Model y o Unfreezing 0 Moving o Refreezing Fa D r smus Quo line Msnnn WW WM Mallzk Msnnn WW DHamAMallzk L l Mquot W a WWW