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Dr. Patti says…

Dr. Patti says…. MGMT 505-02. A final presentation. SHOULD WE HAVE SOMEONE DO A 5 MIN INTRO ON THE “ROADMAP”? Or just show it for a second?. Managing The External Environment & Organizational Culture Managerial Decision Making. Planning & Strategic Management

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Dr. Patti says…

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  1. Dr. Patti says… MGMT 505-02 A final presentation.

  2. SHOULD WE HAVE SOMEONE DO A 5 MIN INTRO ON THE “ROADMAP”? Or just show it for a second? • Managing • The External Environment & Organizational Culture • Managerial Decision Making • Planning & Strategic Management • Ethics and Corporate Responsibility • International Management • Entrepreneurship • Structure • Agility • HR Management • Managing the Diverse Workforce • Leadership • Motivating for Performance • Teamwork • Communication • Managerial Control • Managing Technology & Innovation • Creating & Managing Change

  3. Foundations of Management Managing The External Environment and Organizational Culture Managerial Decision Making

  4. Managing Presented by Angela Sergonis

  5. Management Processes • Knowledge Management • Discovering and harnessing an organization’s intellectual resources • Fully utilizing the intellects of the organizations people • Finding, unlocking, sharing, and capitalizing on expertise, skills, wisdom, and relationships Angela

  6. What Would (Did) Dr. Patti Do? Knowledge Management In practice • Discovering and harnessing an organization’s intellectual resources • Fully utilizing the intellects of the organizations people • Finding, unlocking, sharing, and capitalizing on expertise, skills, wisdom, and relationships • Introductions on the 1st day of class, Individual Presentations, Myers-Briggs • Class discussions, Group projects • Group & Individual Presentations Angela

  7. Effects of Knowledge Management Presented by Louis Hoxha

  8. Efforts & Strategy Efforts • In class discussion • Discussion forums • Formal apprenticeship Strategy • Story telling • After action reviews • Collaborative technology • Transform knowledge Louis

  9. Individual Impact • IDENTIFY • CREATE • ENABLE • LEARN • IMPROVE Louis

  10. Managerial Decision Making Presented by Giselle Mongiello

  11. Summary • Different Decisions • Programmed • More certainty • Non Programmed • Less certainty • 6 Stages of managerial decision making • Managing in a crisis • Constraints on Decision Making • Decision making in groups Giselle

  12. Group Decisions Vs. Individual Decisions • Presentations • Individual • Group Giselle

  13. “The business executive is by profession a decision maker. Uncertainty is his opponent. Overcoming it is his mission.” – John McDonald Giselle

  14. Dr. Patti = Manager/Decision Maker • Uncertainty = Class behavior/reactions • Mission = Have students become effective managers/leaders in business world Giselle

  15. Management Processes • Managerial decision making • Understanding and describing the different decisions you will face as a manager • What to avoid when making decisions • Pros and Cons of using groups for decision making Giselle

  16. “The business executive is by profession a decision maker. Uncertainty is his opponent. Overcoming it is his mission.” – John McDonald Giselle

  17. Effects of Managerial Decision Making Presented by Phillip

  18. Effects Phillip

  19. Planning: Delivering Strategic Value Planning and Strategic Management Ethics and Corporate Responsibility International Management Entrepreneurship

  20. (planning process) Presented by (name)

  21. (name)

  22. (planning Effects) Presented by (name)

  23. (planning Effects) Presented by (name)

  24. (name)

  25. Organizing:Building a Dynamic Organization Organization Structure Organizational Agility Human Resources Management Managing the Diverse Workforce

  26. Organization Structure Presented by ShafaliDua

  27. Fundamentals of Organizing • If Strategy & structure are aligned =success • Strategy-Each person in class contributes to the discussion/forum • Structure-Our strategy has been to contribute ideas on wikispace and email • Differentiation-Teams split on skill set • Integration-Result is overall product Shafali

  28. Vertical Structure • Corporate Governance-(who ensures goals are met) • Authority-resides in positions • Delegation-important at all levels • Hierarchy-levels in our class structure • Responsibility • Accountability • MGMT 505 has become decentralized Shafali

  29. The Matrix Organization & Coordination Presented by Julio Fiallos

  30. The Matrix Organization • An organization composed of dual reporting relationships in which some managers report to two boss superiors – a functional manager and a divisional manager. Julio

  31. Time, Sports Illustrated, People • Production managers report both to the individual publishers and editors of each title and to a senior corporate executive in charge of production. Julio

  32. MGMT-505 Class • Team leaders report to individual members (classmates) of their team and to a project manager (i.e. Angela) Julio

  33. Coordination by Plan • Interdependent units are required to meet deadlines and objectives that contribute to a common goal • Interdependent units are free to modify and adapt their actions as long as they meet deadlines and targets. • Example: Final Presentation • Teams must deliver their PPT slides by 9:00 a.m. Wednesday • Team members have the flexibility of choosing any topic as long as it pertains to their teams’ section/concepts Julio

  34. Coordination by Mutual Adjustment • Units interact with one another to make accommodations to achieve flexible coordination. • E-mail • Wikispace Julio

  35. Organizational Agility Presented by Terrance McCue

  36. What is organizational agility? • Organizational agility is a business’s ability to quickly adapt and respond to changing demands. TJ

  37. Key Processes in Organizational Agility • Responsiveness • Flexibility • Learning Organization TJ

  38. Organizations must act quick and adapt to fast changing demands Today’s competitive advantage becomes tomorrow’s standard Sudden Changes during the Semester Illness Inclement weather Responsiveness TJ

  39. Flexibility • No single structure • Interchanging responsibilities • Dependent on judgment and expertise of individuals within TJ

  40. Learning Organization • Creating, acquiring and transferring knowledge • Modify behavior • Display behavior that reflects newly learned traits and knowledge TJ

  41. Managing the Diverse Workforce Presented by Miata Clopton

  42. Managing Diversity • Managing Diversity: • Effective Training & Development • Competitive Advantage • Diversity of our class & our teams. • Dr. Patti’s example of the consequence of ignoring [gender] diversity & employee development. • Application practicality. HR Strategy Model Miata

  43. Human Resources Management Presented by Angelie Gerard

  44. Reward Systems • Purpose of HR Strategy Model. • Reward Recognition • Factors Affecting Wage Mix • What Are You Worth? Angelie

  45. Reward Systems • How Does This Affect You and Me? • Current Economy • Recession • Job Security • Incentives • Jerry Maguire “Show Me The Money” Angelie

  46. Leading:Mobilizing People Leadership Motivating for Performance Teamwork Communication

  47. Vroom Model of Leadership Presented by TosanBoyo

  48. Dr. Patti & Vroom’s Model Tosan

  49. Teamwork Presented by Meghan Arts

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