Reminders

1. Reminders • Both “empty” and “full” slides are now available at the course website. • Individual paper proposals may be submitted at any time, but the sooner the better. • Sending you a mid-term advisory this week or week-end. • New course announcement!

2. Managing Across Cultures BUSI 197 (1.5 credits – Mod IV)* Prerequisites BUSI 100 and BUSI 150 with grades of C or better Announcing a new mod-length course being offered for the first time during Mod IV that provides hands-on understanding of the opportunities and challenges involved in working across geographic and cultural boundaries • Highlights include: • Investigation of current cross-cultural management research and theory • Interaction with students from universities around the world, working with you in virtual teams • In-class sessions that build upon virtual team interactions using a variety of case studies & interactive exercises

3. Information Technologyand Control BA 152

4. Characteristics of Organizations: BA 152 Perspective GOALS STRATEGIES STRUCTURES TECHNOLOGIES SYSTEMS People Environment FIT! Cultures

5. TOP (strategy, plans, non-programmed) 3. Strategic Weapon INTERNAL EXTERNAL • Intranets • ERP • Knowledge • Management • Extranets, EDI • Integrated • Enterprise • E-Business 2. Business Resource • Management Information systems • Decision Support Systems • Executive information systems • Management control systems • Balanced Scorecard Direction of Information System Evolution MANAGEMENT LEVEL 1. Operations • Transaction • processing systems • Data warehousing LOWER LEVEL Evolution of Organizational Applications of Information Technology LOW SYSTEM COMPLEXITY HIGH

6. Data, Information, & Control • Data - Input from any communication channel • Information - Data that alters or reinforces understanding • Control - Evaluation of information that provides the basis for future actions

7. Information and Data High Information Data Low High

8. Information and Control High Control Information Low High

9. Performance Measures Cash-on-hand Performance Appraisals Process Inspections Product Counts Performance Standards Budgets Job Descriptions Quality Levels Production Goals Comparison Actions (if necessary) Control Systems:The Key Pieces

10. Major Control Approaches • Market Control - control by prices, competition, markets, and exchanges • Bureaucratic Control - control by rules, standards, hierarchy, and authority • Clan Control - control by culture, values, tradition, and trust

11. Control Systems:What gets controlled and how? How Market Bureaucracy Clan What Input Starting Salaries Budgets Selection Criteria Process Material Costs Policies Norms Output Prices Appraisals Quality

12. Supervisory Control Strategies Input Control - control by virtue of selection criteria and training Behavior Control - control by observation of employee actions Output Control - control by the amount of work completed

13. Supervisory Control StrategiesWhat works best when? Are Tasks Structured? YESNO Use behavior and/or output control Use input and/or output control YES Are Outcomes Measurable? NO Use input, clan, and/or self-control Use behavioral control

14. Developing Effective Control Systems • Involve employees in the process, as appropriate • Focus on results, not simply on measurement • Keep the system as simple as possible • Insure timely information to and from the system

15. Developing Effective Control Systems • Make sure the system fits with the firm’s culture, strategy, and structure • Anticipate second-, third, and fourth-order effects

16. Effective Control Systems:Keep the following in mind • What gets measured is what will get done! • System costs must be considered. • Too much information can be as bad as too little. • You can’t make just one decision.

17. Control Systems The Balancing Act Control Autonomy

18. Knowledge Management

19. Types of Knowledge • Consider two different types of knowledge important to organizations. • Explicit Knowledge • Implicit Knowledge

20. Types of Knowledge • Explicit Knowledge • Knowledge that is formal and systematic. • Knowledge that can be formally taught to someone. • Knowledge that can be communicated and shared. • Examples?

21. Types of Knowledge • Tacit (implicit) Knowledge • Knowledge that is highly personal. • Knowledge that is acquired as a function of experience and practice. • Knowledge that is hard to formalize. • Knowledge that is difficult to communicate, because “We often know more than we can tell.” • Examples?

22. TO Tacit Explicit Tacit Metaphor Analogy Model FROM Explicit Redundancy Experience Questioning Sharing Knowledge: The knowledge spiral ARTICULATION SOCIALIZATION INTERNALIZATION INSTRUCTION/ COMBINATION/ INNOVATION

23. Two Approaches to Knowledge Management For Explicit Knowledge Provide high-quality, reliable, and fast information systems for access of codified, reusable knowledge

24. Knowledge Management Strategy Technology Mechanisms Two Approaches to Knowledge Management People-to-documents Develop an electronic document system that codifies, stores, disseminates, and allows reuse of knowledge. Invest heavily in information technology, with a goal of connecting people with reusable codified knowledge. Data warehousing Knowledge mapping Electronic libraries Intranets, networks

25. Two Approaches to Knowledge Management For Tacit Knowledge Channel individual expertise to provide creative advice on strategic problems

26. Knowledge Management Strategy Technology Mechanisms Two Approaches to Knowledge Management Person-to-person Develop networks for linking people so that tacit knowledge can be shared Invest moderately in information technology, with a goal of facilitating conversations and the exchange of tacit knowledge Dialogue Learning histories and storytelling Communities of practice

27. Communities of Practice • Collections of individuals • Bound together by informal relationships • Sharing similar work roles • Sharing common work context • Not constrained by geographical, business unit, or functional boundaries

28. Communities of Practice • “Practice” suggests how individuals actually do their jobs as opposed to their formal job descriptions from their firm.

29. To deliver a product or service Those reporting to manager Job demands and common goals Until the next reorganization To complete a specific task Assigned by senior manager Milestones and project goals Until project is completed To collect & pass on information Friends & business contacts Mutual needs As long as people need to connect Collective Comparisons Purpose? Who belongs? What holds it together? How long does it last? Informal network Formal work group Project team Community of practice To build & exchange knowledge Members select themselves Passion, commitment, identification As long as there is interest

30. Communities of Practice • Why should we allow/encourage but not attempt to formally “manage” COPs? • They can help drive strategy. • They can start new lines of business. • They can solve problems quickly. • They are able to transfer best practices. • They develop professional skills. • They can help companies recruit and retain talent.

31. Next Time Organizational Size, Life Cycles, and Decline