MODULE 1: PLANNING 3 CRITICAL INNOVATION STRATEGIES

Exploration, External Coordination,

10 MANAGER ROLES Entrepreneurship
INFORMATIONAL
- Monitor 3 TYPES OF CURRENT PROBLEMS OD CAN
- Disseminator SOLVE
- Spokesperson - Merger/acquisitions
INTERPERSONAL - Organizational decline
- Figurehead - Conflict management
- Leader
- Liaison OD ACTIVITIES
DECISIONAL - Team-building
- Entrepreneur - Survey
- Disturbance Handler - Large group
- Resource Allocator
- Negotiator CHANGES IN OD
- Unfreezing
LEVELS OF GOALS AND PLANS (PYRAMID) - Changing
Mission Statement - Refreezing
Strategic Goals or Plans – top managers
Tactical Goals or Plans – middle managers MODULE 3: LEADING
Operational Goals or Plans – lower levels
COMPONENTS OF ATTITUDE
6 PURPOSE OF GOALS AND PLANS - Cognitions – thoughts
- Legitimacy - Affective – feelings
- Source of motivation and commitment - Behavior
- Resource allocation
- Guides to action HIGH- PERFORMANCE WORK ATTITUDES
- Rationale for decisions - Job satisfaction
- Standard of performance - Organizational Commitment

5 ORGANIZATIONAL PLANNING PROCESS 4 TYPES OF PERCEPTUAL

1. Develop the plan ERROR/DISTORTIONS
2. Translate the plan 1. Stereotyping – generalizations
3. Plan operations 2. Halo effect – one impression
4. Execute the plan 3. Projection – personal traits in other
5. Monitor and learn people
4. Perceptual defense – protect
4 MAJOR ACTIVITIES THAT MAKE MBO themselves
SUCCESSFUL
- Set goals 2 TYPES OF ATTRIBUTIONS
- Develop action plans - Internal – characteristics -> behavior
- Review progress - External – situation -> behavior
- Appraise overall performance
FACTORS AFFECTING ATTRIBUTION
2 TYPES OF DECISIONS Distinctiveness, consistency, consensus
1. Programmed
2. Non-programmed 2 ATTRIBUTION ERRORS
- Fundamental attribution errors
3 TYPES OF DECISION-MAKING MODELS (underestimate external)
Classical, Administrative, Political - Self-serving bias (overestimate internal)

MODULE 2: ORGANIZING PERCEPTION PROCESS

1. Observe
5 APPROACHES OF STRUCTURAL DESIGN 2. Screen & select
- Vertical Function 3. Organize
- Divisional Function
- Matrix BIG 5 PERSONALITY FACTORS
- Team-based Approach - Extroversion
- Virtual network - Agreeableness
- Conscientiousness
4 ROLES IN ORGANIZATIONAL CHANGE - Emotional stability
1. Inventor - Openness to experience
2. Sponsor
3. Champion 4 BASIC EQ COMPONENTS
4. Critic - Self-awareness – basis
- Self-management – control
- Social awareness – understand
- Relationship management – connect
4 AREA RELATED TO PERSONALITY 2 MAJOR FINANCIAL STATEMENTS
- Locus of control – primary responsibility - Income statement – profit – loss
- Authoritarianism – power & status - Balance sheet – financial position
- Machiavellianism – manipulation
- Problem-solving Styles TYPES OF RATIOS
𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑎𝑠𝑠𝑒𝑡𝑠
Liquidity ratio =
𝑐𝑢𝑟𝑟𝑒𝑛𝑡 𝑙𝑖𝑎𝑏𝑖𝑙𝑖𝑡𝑖𝑒𝑠
4 PROBLEM SOLVING STYLES 𝑡𝑜𝑡𝑎𝑙 𝑠𝑎𝑙𝑒𝑠 𝑝𝑢𝑟𝑐ℎ𝑎𝑠𝑒 𝑜𝑟𝑑𝑒𝑟𝑠
Activity ratio = ;=
- Sensation-thinking 𝑎𝑣𝑒𝑟𝑎𝑔𝑒 𝑖𝑛𝑣𝑒𝑛𝑡𝑜𝑟𝑦 𝑐𝑢𝑠𝑡𝑜𝑚𝑒𝑟 𝑖𝑛𝑞𝑢𝑖𝑟𝑖𝑒𝑠
𝑔𝑟𝑜𝑠𝑠 𝑖𝑛𝑐𝑜𝑚𝑒 𝑛𝑒𝑡 𝑖𝑛𝑐𝑜𝑚𝑒
- Intuitive-thinking Profitability ratio = ;=
𝑠𝑎𝑙𝑒𝑠 𝑡𝑜𝑡𝑎𝑙 𝑎𝑠𝑠𝑒𝑡𝑠
- Sensation-feeling 𝑡𝑜𝑡𝑎𝑙 𝑑𝑒𝑏𝑡
Leverage ratio =
- Intuitive-feeling 𝑡𝑜𝑡𝑎𝑙 𝑎𝑠𝑠𝑒𝑡𝑠

LEARNING STYLE TYPES 2 APPROACHES TO CONTROL

1. Diverger - Hierarchical control – use of rules
2. Assimilator - Decentralization – culture, group norms
3. Converger
4. Accommodator TOTAL QUALITY MANAGEMENT
TECHNIQUES
FORMS OF STRESSORS - Quality circles – 6-12 volunteers
- Task demands - Benchmarking – continuous process
- Interpersonal demands - Six sigma – higher quality
- Reduced cycle time – steps taken
TYPES OF LEADERS - Continuous improvement – large
- Charismatic – motivate number
- Transformational – innovator
- Transactional – clarifies role NEW FINANCIAL CONTROL SYSTEMS
- Economic Value-Added (EVA) – after
TYPES OF FOLLOWERS tax
- Alienated follower – passive - Market Value-Added (MVA) – stock
- Conformist – no critical thinking market
- Pragmatic survivor – all 4 - Activity-Based Costing (ABC) – various
- Passive follower – none activities
- Effective follower – thinking, - Corporate Governance – corporate
participation owners protected

TYPES OF LEADERSHIP
- Servant – fulfill subordinate needs MODULE 5: MANAGING PRODUCT &
- Moral – right from wrong SERVICE OPERATIONS

SOURCES OF POWER 4 CATEGORIES OF COSTS OF QUALITY

Position power (traditional) (COQ)
- Legitimate – formal - Appraisal costs – conformance to ASQ
- Reward – bestow rewards - Internal failure costs – defects before
- Coercive – punish - External failure costs – defects after
Personal power (internal) - Prevention costs – prevent or avoid
- Expert – special knowledge
- Referent – respect, admiration DIMENSIONS OF PRODUCT QUALITY
Other - Performance
- Information - Features
- Network of Relationships - Reliability
- Personal Effort - Conformance
- Durability
- Serviceability
MODULE 4: CONTROLLING - Aesthetics
- Perceived Quality
STEPS OF FEEDBACK CONTROL
1. Establish standards of performance QUALITY ORGANIZATIONS
2. Measure actual performance - American Society for Quality (ASQ)
3. Compare performance to standards - International Organization for
4. Take corrective action Standardization (ISO)
- US National Institute of Standards and
BUDGETS THAT MANAGERS USE Technology (NIST)
- Expense budget – anticipated
- Revenue budget – forecasted revenue TYPE OF DEFECTS
- Cash budget – estimate cash flows - Critical defects
- Capital budget – investments - Major defects
o Top-down – middle & low - Minor defects
o Bottom-up – lower level to up
3 GENERAL INSPECTION LEVELS
- Level I (reduced inspection)
- Level II (normal inspection)
- Level III (tightened inspection)
DEMING’S 14 POINTS
1. Create “constancy of purpose” that
encourages everyone to cooperate in
continually improving quality and
meeting customer needs.
2. “Adopt the new philosophy” of defect
prevention instead of the concept of
“acceptable quality level” monitored by
defect detection.
3. End dependence on mass inspection by
building in quality from the start.
4. End the practice of purchasing solely on
price; develop long-term relationships
with single suppliers based on product
quality and trust.
5. Improve constantly and forever the
system of production and service, to
improve quality and productivity, and
thus constantly decrease costs.
6. Institute modern methods of training in
the organization’s philosophy and goals
as well as job performance.
7. Institute leadership, so that supervisors
become coaches to help workers do a
better job.
8. Eliminate fear, which impedes employee
performance.
9. Break down barriers between
departments.
10. Eliminate numerical goals and
slogans—they don’t work.
11. Eliminate work standards and numerical
quotas, which emphasize quantity rather
than quality.
12. Remove barriers that rob employees of
their pride of workmanship.
13. Institute a vigorous program of
education and training.
14. Structure the organization for quality.
4 MAIN TYPES OF SECTORS
1. Primary: Raw Materials
2. Secondary: Manufacturing
3. Tertiary: Service
4. Quaternary: Knowledge
CHARACTERISTICS OF THE SERVICE
SECTOR
- Intangibility
- Real-time and customer presence
- Inability to be inventoried
- Challenged in staffing
THE DIMENSIONS OF SERVICE QUALITY
- Tangibility
- Relailability
- Responsiveness
- Assurance
- Empathy
4 TYPES OF MANUFACTURING SYSTEMS
- Custom Manufacturing Systems
- Intermittent Manufacturing Systems
- Continuous Manufacturing Systems
- Flexible Manufacturing Systems
5 TYPES OF MANUFACTURING PROCESSES
- Repetitive Manufacturing
- Discrete Manufacturing
- Job Shop Manufacturing
- Continuous Process Manufacturing
- Batch Process Manufacturing
10 PRINCIPLES OF FACILITIES LAYOUT
1. Minimum Movement
2. Space Utilization
3. Flexibility
4. Interdependence
5. Overall Integration
6. Safety
7. Smooth Flow
8. Economy
9. Supervision
10. Satisfaction
8 FACTORS THAT GREATLY AFFECT
FACILITY LAYOUTS
- Materials
- Machinery
- Labor
- Material Handling
- Waiting Time
- Auxiliary Services
- The Building
- Future Changes
TYPES OF FACILITIES LAYOUT
- Process Layout
- Product Layout
- Cellular Layout
- Fixed-Position Layout
MODULE 6: MARKETING & THE ENGINEER
TYPES OF MARKETING RELATIONSHIPS
- Transaction-based
- More Sustained
- Highly-committed
ENGINEERING INVOLVEMENT IN
MARKETING INDUSTRIAL PRODUCTS
- Installations – large, durable custom
- Accessories – shorter-lived capital good
- Raw materials – agricultural products
- Process materials – change form
- Component parts – do not lose identity
- Fabricated items – custom-made
- Maintenance, repair, and operation
- Services – incidental product use
AFTER-SALES SERVICES
- Usage – guidance
- Education – user training
- Assurance – guarantee, warranty
- Assistance – product configuration
- Support – online and offline support
- Reward – loyalty rewards
ENGINEERS ARE USED IN SERVICE DEPTS
AS:
- Backup to crews of technicians
- Agents involved with client-related tasks
after the sales transaction
- Trainer to extensive systems
 MODULE 7: ETHICS & SOCIAL MODULE 8: CONFLICT RESOLUTION &
RESPONSIBILITY NEGIOTATION SKILLS

3 DOMAINS OF HUMAN ACTION FORMS OF CONFLICT

1. Domain of Codified Law - Interpersonal
2. Domain of Ethics - Intrapersonal
3. Domain of Free Choice - Intragroup
- Intergroup
CRITERIA FOR ETHICAL DECISION-MAKING
1. Utilitarian Approach NEGOTIATION PROCESS
2. Individualism Approach 1. Investigation and preparation
3. Moral Rights Approach 2. Preparation
6 MORAL RIGHTS 3. Bargaining
a. The right to free consent 4. Agreement
b. The right to privacy
c. The right of freedom of TYPES OF CONFLICTS IN PROFESSIONAL
conscience SETTINGS
d. The right of free speech - Task Conflict
e. The right to due process - Relationship Conflict
f. The right to life and safety - Value Conflict
4. Justice Approach
TYPES OF JUSTICE SOURCES OF CONFLICT
a. Procedural - Limited Resources
b. Compensatory - Different Goals
c. Distributive - Ineffective Cooperation
- Change
3 LEVELS OF PERSONAL MORAL
DEVELOPMENT IMPACT OF UNRESOLVED CONFLICTS ON
1. Preconventional (to avoid punishment) ORGANIZATIONS
2. Conventional (lives up to expectations) - Decreased Job Satisfaction
3. Postconventional (self-chosen) - Toxic Work Environment
- Inefficiencies
PYRAMID OF CSR
NEGOTIATION MODELS
- Win-win approach
- Win-lose approach
- Lose-lose approach
- Compromise approach

STRATEGIES FOR NEGOTIATING CONFLICT

EFFECTIVELY
1. Clearly define goals
2. Consider the other party’s background
3. Be proactive
4. Use established forums for negotiating
conflicts
5. Be flexible with time
CORE VALUES OF ORGANIZATIONAL
ETHICS 6. Focus on creating value
- Responsibility
SKILLS FOR CONFLICT NEGOTIATION
- Result-oriented
- Research
- Respect
- Emotional Intelligence
- Trustworthiness
- Expectation Management
- Justice
- Empathy
- Caring
- Honour
- Persistence

THE ETHICAL ORGANIZATION

 MODULE 9: BLUE OCEAN STRATEGY

4 ACTION FRAMEWORK
1. Elimate
2. Reduce
3. Raise
4. Create

6 STAGES OF THE BUYS EXPERIENCE

CYCLE
1. Purchase
2. Delivery
3. Use
4. Supplements
5. Maintenance
6. Disposal

6 KEY PRINCIPLES (THE HEART)

1. Reconstruct Market Boundaries
2. Focus on the Big Picture
3. Reach Beyond Existing Demand
4. Get the Strategic Sequence Right
5. Overcome Organizational Hurdles
6. Build Execution into Strategy

3 E PRINCIPLES OF FAIR PROCESS

Engagement, Explanation, Expectation clarity