1 Strategic Business Landscape & Organizational Behaviour 1

8/3/2019 1 Strategic Business Landscape & Organizational Behaviour 1

1/101

Prof.Chris Abraham

THE CHANGING BUSINESSLANDSCAPE

&ORGANIZATIONAL BEHAVIOUR


2/101


3/101

You want me to think about what!!


4/101

We develop strategy for the FUTURE by planning,

decision making and action today


5/101

Too many decisions to make, not enough time

or information to make them properly?


6/101

Open Minds


7/101

Globalization 3.0


8/101

1492-1800 Globalization 1.0Shrank world from a size Large to Medium

Countries globalizing

1492-1800 Globalization 1.0

Shrank world from a size Large to Medium

Countries globalizing


9/101

1800-2000 Globalization 2.0

Shrank world from a size Medium to Small

Companies globalizing


10/101

2000+ Globalization 3.0

Shrank world from a size Small to Tiny

Individuals collaborating &competing globally


11/101

Flatteners


12/101

1. 11/9/89

Berlin Wall comes down


13/101

2. 8/9/95

Netscape IPO


14/101

3. Workflow Software

Lets Do Lunch: Have YourApplication Talk to My Application

Collaboration


15/101

4. Uploading

Self-Organizing Collaborative

Communities

Open source

Not controlled by corporations or

Government


16/101

5. Outsourcing

Y2K and India/Asia


17/101

6. Offshoring

Rather than outsource jobs sendthe whole factory to India or China

or Indonesia or

Not just manufacturing


18/101

Wal-Mart


19/101

7.Supply-chaining


20/101

7. Supply-chaining

Wal-Mart - the 800-pound

supply chain gorilla


21/101

8. Insourcing


22/101

UPS is notonly shipping parcels, butalso

providing smartbusiness solutions


23/101

9. In-forming

Building anddeploying your personal

information supply-chain

Google now 3 billion searches per

day

Soon everything will be searchable


24/101

10. The Steroids

Making collaboration digital, mobile, personal, virtual

Carly Fiorina

Computing capabilities - including speed, I/O rate andstorage capacity

IM and file sharing BitTorrent,Kazaa

VoIP Skype

Video Conferencing HP & SKG

Advanced graphics from video games

Wireless communicate with anyone from anywhere


25/101

Triple Convergence

& the 4 Drivers ofChange


26/101

It is this triple convergence - ofnew players,

on anew playing field, developing new

processes and habits for horizontal

collaboration - that is the most important

force shaping global economics and politicsin the early twenty-first century.


27/101

Four Drivers for

Change

Four Drivers for

Change

WEB 2.0WEB 2.0Web2.0

The

Net Generation

The Social

Revolution

The EconomicRevolution


28/101

Web 2.0

BROADBAND

MOBILITYWeb 2.0WEB SERVICES

Web2.0

The

Net Generation

The Social

Revolution



29/101

WEB 2.0WEB 2.0

THENET

GENERATION

THENET

GENERATION

Four Drivers for

Change

Four Drivers for

Change


30/101

Digital Natives The Net Generation

Web 2.0

The

Net Generation

The Social

Revolution



31/101

The Generation Lap

N-Geners

Their Parents

Web 2.0

The

Net

Generation

The Social

Revolution

TheEconomic

Revolution


32/101

WEB 2.0WEB 2.0

THENET

GENERATION

THENET

GENERATION

THE

SOCIAL

REVOLUTION

THE

SOCIAL

REVOLUTION

Four Drivers

for Change

Four Drivers

for Change


33/101

vs.

The Rise of Collaborative CommunitiesD

igg.com beats Slashdot.orgWeb 2.0

The

Net

Generation

The Social

Revolution

TheEconomic

Revolution


34/101

vs.

The Rise of Collaborative CommunitiesCraigslist.org beats Monster.com, Match.com

Web 2.0

TheNet Generation

The Social

Revolution

The Economic

Revolution


35/101

vs.

The Rise of Collaborative Communities

Myspace.com beats MTV.com

Web 2.0

The

NetGeneration

The Social

Revolution

The

Economic

Revolution


36/101

vs.

The Rise of Collaborative CommunitiesW

ikipedia.org beats Britannica.comWeb 2.0

The

Net

Generation

The Social

Revolution

TheEconomic

Revolution


37/101

vs.

The Rise of Collaborative Communities

Blogger.com beatCNN.com

Web 2.0

The

Net

Generation

The Social

Revolution

The Economic

Revolution


38/101

WEB 2.0WEB 2.0

THENET

GENERATION

THENET

GENERATION

THE

SOCIAL

REVOLUTION

THE

SOCIAL

REVOLUTION

THE

ECONOMIC

REVOLUTION

THE

ECONOMIC

REVOLUTION

Four Drivers

for Change

Four Drivers

for Change


39/101

Digital Conglomerates

Web 2.0

The

Net

Generation

The Social

Revolution

The Economic

Revolution


40/101

The Economics of Collaboration

Industrial Age

Corporation

ValueCreation

Critical ResourcesPhysicalFinancial

Knowledge

Self-Organization

TraditionalHierarchy

Web2

.0

The

Net

Generation

The Social

Revolution

The Economic

Revolution


41/101


Extended

Enterprise

Industrial Age

Corporation

ValueCreation


Knowledge

Self-Organization


Web 2.0

The

Net Generation

The Social

Revolution



42/101


Extended

Enterprise

Industrial Age

Corporation

ValueCreation


Knowledge

Self-Organization


Business

Webs

Web 2.0

The

Net

Generation

The Social

Revolution

The Economic

Revolution


43/101


Extended

Enterprise

Mass

Collaboration

Industrial Age

Corporation

ValueCreation


Knowledge

Self-Organization


Business

Webs

Web 2.0

The

Net

Generation

The Social

Revolution

TheEconomic

Revolution


44/101

The Enterprise 2.0 and the Rise of

Mass Collaboration

1. Peering

2. Being Open

3. Sharing

4. Acting Global

Web 2.0

TheNet Generation

The Social

Revolution

The Economic

Revolution

ii


45/101

WEB 2.0WEB 2.0

THENET

GENERATION

THENET

GENERATION

THE

SOCIAL

REVOLUTION

THE

SOCIAL

REVOLUTION

THEECONOMIC

REVOLUTION

THEECONOMIC

REVOLUTION

Four Drivers

for Change

Four Drivers

for Change


46/101


47/101

Enterprise 2.0 New Business Models

A 50 year old mining

company peers, opens,shares its proprietarydata and acts globally in abid to transform itself

and explore the extent ofa rich new find.


48/101

Marketocracy.com Investment Management1

Peer Pioneers FinancialServices


49/101

Zopa.com

peer lending

1. Peer Pioneers Financial Services



50/101

How InnoCentive works:

2. IdeagorasCreating an eBay for innovation

How do you create a vibrant marketplacewhere you leverage other people's talents,ideas and assets quickly and move on?

P&Gs Larry Huston: Alliances and joint

ventures don't open up the spirit of capitalismwithin the company. They're vestiges of thecentral planning approach when instead youneed free market mechanisms.



51/101

2. Ideagoras



52/101

2. Ideagoras



53/101



54/101

3. Prosumers



55/101

3. Prosumers Case: Music IndustryThe Remix



56/101

3. Prosumers Help Us Write the Final Chapter!



57/101

3. Prosumers Physical Goods

PeerProduced T-Shirts



58/101

SNP Consortium:APBiotech, AstraZeneca Group PLC,

Aventis, Bayer Group AG, Bristol-Myers Squibb Co.,F.

Hoffmann-La Roche,Glaxo SmithKline, Wellcome Trust,

IBM, Motorola, Novartis AG, Pfizer Inc., and Searle

4. The New Alexandrians: The Sharing of Science


Enterprise 2 0 New Business


59/101

4. The New Alexandrians: Natures Google Earth Avian Flu Mashup

Source: Howard Ratner, CTO, Nature Publishing Group

Enterprise 2.0 New Business

Models


60/101

4. The New Alexandrians: Natures Google Earth Avian Flu Mashup

Source: Howard Ratner,

CTO, Nature Publishing

Group



61/101

6. The Global Plant Floor

The Peer Produced Airplane

In the past, Boeing wrotedetailed specifications foreach part and asked suppliersto build to plan

Today, suppliers co-design

airplanes from scratch anddeliver complete sub-assemblies to Boeingsfactory, where a single planecan be snapped together likeLego blocks, in as little as 3days



62/101

6. The Global Plant Floor Chinese Motorcycle Industry



63/101

7. The Wiki Workplace



64/101

Current Crisis

l f f h


65/101

A Burning Platform for Change

Google A 21st Century Organization


66/101

Google A 21st Century Organization


67/101

Globalization 3.0 & the

External Environment

P olitical forces

E conomics

S ocialFactorsT echnology

L egalForces

E thical & EnvironmentalFactors


68/101

Globalization 3.0

&Organizational Behavior

SAS Th B t t k f 2010


69/101

SAS- The Best company to work for-2010

What are organizations


70/101

Whatare organizations

like as work settings?

An organization is acollection

ofpeople working togetherwith availableresources toachieve a

common purpose.

70


71/101

Organizational Stakeholders

S O C I E T Y

P A R T N E R S (Suppliers & Distributors)

I N V E S T O R S

C U S T O M E R S

E M P L O Y E E S

71


72/101

Common Features ofOrganizations

Networkofindividuals

System

Coordinated activities

Division oflabor

Goalorientation Continuityovertime, regardless ofchange in

individualmembership

72


73/101

Organizations as transformational settings

realizing theirmission

73


74/101

Modern workplace trends

Inconsistentcommitmentto ethicalbehavior.

Importance ofhuman capital.

Demise ofcommand and control.74


75/101

Modern workplace trends

Emphasis on teamwork. Pervasive influence ofinformation technology.

Respectfor newworkforce expectations.

Changing definition ofjobs and career.


76/101

The nature ofmanagerialwork

Managers worklong hours.

Managers are busy people.

Managers are often interrupted.

Managerialwork is fragmented and variable.

Managers workmostlywith other people.

Managers spend alotoftime communicating.

76


77/101

The

managementprocess

An effective manager is one whoseorganizational unit, group, orteamconsistentlyachieves its goals while its members remain

capable, committed, and enthusiastic. Keyresults ofeffective management:

Task performance.

Job satisfaction.77


78/101

Managerial skills and competencies

A skill is an abilitytotranslate knowledge intoaction

thatresults in a desired performance.

Categories ofskills.

Technical.

Human.

Conceptual.78

B i El f S i O i i l


79/101

Basic Elements ofStrategic Organizational

Behavior

Organizationalbehavior

The actions ofindividuals and groups in an

organizationalcontext.

Managing organizationalbehavior Actions focused on acquiring, developing, and

applying the knowledge and skills ofpeople.

79

Course Objectives


80/101

Course Objectives

Focus on continuous improvementofthe effectiveness oforganizations and theirmembers

Understand why people and groups in organizations feeland

behave as they do

Identify processes and methods thatcan improve behaviors

and attitudes oforganizationalmembers and, thus, theireffectiveness

Develop and enhance your skills as an organizationalmember

and manager

Topics


81/101

Topics

Introduction &

overview

Organizational

behavior

Values, attitudes &

personality

Perception Motivation

Facilitating effective

teams

Organizational politics

Leadership

Organizational

Change

Organizational

structure

Organizational culture

The Primary Objective of Management


82/101

The Primary Objective ofManagement

The attainmentoforganizational goals in an effective and

efficientmannerthrough Planning, Organizing, Leading,

and Controlling organizationalresources.

Managers Primary


83/101

g y

Outcome Responsibilities

Effectiveness Degree towhich the organization achieves its stated goals

Efficiency The use ofminimalresources (materials, money, and

people) to produce desired output

Performance Abilitytoattain goals by using resources in an efficientand

effective manner

The Skills Managers Need


84/101

The Skills Managers Need

Conceptual: Cognitive abilityto see the organization as awhole and relationships among the parts

Human: Abilitytoworkwith and through other people

and towork effectivelyas group memberand leader

Technical: Understanding ofand proficiency in

performance ofspecifictasks

Traditional Management


85/101

Traditional Management

Mind Set

Tighttop-down control

Employee separation & specialization

Managementthrough impersonalmeasurementand

analysis

Changes Bringing About A Management


86/101

g g g g

Revolution

Globalcompetition Cutbacks in personnel

Worldwide economic, political, and social shifts

Culturalchanges

Changes Bringing About A Management


87/101

g g g g

Revolution

Diversityofthe workforce

Requestfor sharing ofpower Technology

New decision makers

Others?

The Old & New Paradigms:


88/101

gForces on Organizations

The OldVertical Organization

The New

Learning Organization

MarketsLocal

DomesticGlobal

Workforce Homogeneous Diverse

Technology Mechanical Electronic

ValuesStability

Efficiency

Change

Chaos

The Old & New Paradigms:


89/101

e O d & e a ad g sManagement Competencies

The OldVertical Organization

The NewLearning Organization

Focus ProfitsCustomers

Employees

Leadership AutocraticDispersed

Empowering

Doing Work By Individuals By Teams

RelationshipsConflict

CompetitionCollaboration

Net Gen Model to Create Relationship Capital


90/101

Old ModelofEmployee

Management

Talent Relationship

Management

Employer led and controlled Relationship oriented

2-way efforts required

1. Attraction

2. Learning and Development

3. Communications andManagement

4. Compensation and Rewards

5. Performance Management

6. Retention

Net Gen Model to Create Relationship Capital

Collaboration

Motivation

Evolution

EngagementInitation

Real TimePerformance

The Next Paradigm?


91/101

The Next Paradigm?

GMBA Participants: What doyou think:

Markets? Workforce?

Technology?

Values?

Focus?

Leadership?

Doing work?

Relationships?

Factors and Outcomes ofStrategic Approach


92/101

92Adapted from: Exhibit 1.1 Factors and Outcomes of a Strategic Approach to Organizational Behavior

Organizational Factors

(culture, work

environments, adaptability

Organizational Factors

(culture, work

environments, adaptability

Individual Factors (learning

ability, personality, values,

motivation, stress)

Individual Factors (learning

ability, personality, values,

motivation, stress)

Interpersonal Factors

(leadership, communication,

decision-making skill, intra-

and inter-group dynamics,

communication)

Interpersonal Factors

(leadership, communication,

decision-making skill, intra-

and inter-group dynamics,

communication)

Satisfaction of

Individuals and

Groups

Satisfaction of

Individuals and

Groups

Productivity of

Individuals and

Groups

Productivity of

Individuals and

Groups

Organizational SuccessOrganizational Success

A Turning Point in History:


93/101

Rebooting Our Institutions


94/101

94

Question and challenge all those assumptions that


95/101

Question and challenge all those assumptions that

underpin how you see the world- and what you dont

see.


96/101

...because what works today willprobably not work for those who

follow you in the future...


97/101


98/101

Most importantly, its aboutbeing readyforthe future

ratherthan waiting for ittooverwhelmyou...


99/101

We can't solve problems by using the same

kind of thinking we used when we created

them (Albert Einstein).


100/101

Thefuture belongs tothose whobelieve in the

beautyoftheir dreams


101/101

Thank You...

Documents

1 Strategic Business Landscape & Organizational Behaviour 1