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of 101
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Prof.Chris Abraham
THE CHANGING BUSINESSLANDSCAPE
&ORGANIZATIONAL BEHAVIOUR
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You want me to think about what!!
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We develop strategy for the FUTURE by planning,
decision making and action today
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Too many decisions to make, not enough time
or information to make them properly?
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Open Minds
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Globalization 3.0
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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
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1800-2000 Globalization 2.0
Shrank world from a size Medium to Small
Companies globalizing
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2000+ Globalization 3.0
Shrank world from a size Small to Tiny
Individuals collaborating &competing globally
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Flatteners
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1. 11/9/89
Berlin Wall comes down
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2. 8/9/95
Netscape IPO
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3. Workflow Software
Lets Do Lunch: Have YourApplication Talk to My Application
Collaboration
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4. Uploading
Self-Organizing Collaborative
Communities
Open source
Not controlled by corporations or
Government
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5. Outsourcing
Y2K and India/Asia
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6. Offshoring
Rather than outsource jobs sendthe whole factory to India or China
or Indonesia or
Not just manufacturing
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Wal-Mart
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7.Supply-chaining
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7. Supply-chaining
Wal-Mart - the 800-pound
supply chain gorilla
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8. Insourcing
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UPS is notonly shipping parcels, butalso
providing smartbusiness solutions
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9. In-forming
Building anddeploying your personal
information supply-chain
Google now 3 billion searches per
day
Soon everything will be searchable
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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
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Triple Convergence
& the 4 Drivers ofChange
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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.
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Four Drivers for
Change
Four Drivers for
Change
WEB 2.0WEB 2.0Web2.0
The
Net Generation
The Social
Revolution
The EconomicRevolution
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Web 2.0
BROADBAND
MOBILITYWeb 2.0WEB SERVICES
Web2.0
The
Net Generation
The Social
Revolution
The EconomicRevolution
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WEB 2.0WEB 2.0
THENET
GENERATION
THENET
GENERATION
Four Drivers for
Change
Four Drivers for
Change
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Digital Natives The Net Generation
Web 2.0
The
Net Generation
The Social
Revolution
The EconomicRevolution
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The Generation Lap
N-Geners
Their Parents
Web 2.0
The
Net
Generation
The Social
Revolution
TheEconomic
Revolution
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WEB 2.0WEB 2.0
THENET
GENERATION
THENET
GENERATION
THE
SOCIAL
REVOLUTION
THE
SOCIAL
REVOLUTION
Four Drivers
for Change
Four Drivers
for Change
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vs.
The Rise of Collaborative CommunitiesD
igg.com beats Slashdot.orgWeb 2.0
The
Net
Generation
The Social
Revolution
TheEconomic
Revolution
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vs.
The Rise of Collaborative CommunitiesCraigslist.org beats Monster.com, Match.com
Web 2.0
TheNet Generation
The Social
Revolution
The Economic
Revolution
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vs.
The Rise of Collaborative Communities
Myspace.com beats MTV.com
Web 2.0
The
NetGeneration
The Social
Revolution
The
Economic
Revolution
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vs.
The Rise of Collaborative CommunitiesW
ikipedia.org beats Britannica.comWeb 2.0
The
Net
Generation
The Social
Revolution
TheEconomic
Revolution
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vs.
The Rise of Collaborative Communities
Blogger.com beatCNN.com
Web 2.0
The
Net
Generation
The Social
Revolution
The Economic
Revolution
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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
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Digital Conglomerates
Web 2.0
The
Net
Generation
The Social
Revolution
The Economic
Revolution
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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
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The Economics of Collaboration
Extended
Enterprise
Industrial Age
Corporation
ValueCreation
Critical ResourcesPhysicalFinancial
Knowledge
Self-Organization
TraditionalHierarchy
Web 2.0
The
Net Generation
The Social
Revolution
The EconomicRevolution
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The Economics of Collaboration
Extended
Enterprise
Industrial Age
Corporation
ValueCreation
Critical ResourcesPhysicalFinancial
Knowledge
Self-Organization
TraditionalHierarchy
Business
Webs
Web 2.0
The
Net
Generation
The Social
Revolution
The Economic
Revolution
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The Economics of Collaboration
Extended
Enterprise
Mass
Collaboration
Industrial Age
Corporation
ValueCreation
Critical ResourcesPhysicalFinancial
Knowledge
Self-Organization
TraditionalHierarchy
Business
Webs
Web 2.0
The
Net
Generation
The Social
Revolution
TheEconomic
Revolution
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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
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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
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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.
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Marketocracy.com Investment Management1
Peer Pioneers FinancialServices
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Zopa.com
peer lending
1. Peer Pioneers Financial Services
Enterprise 2.0 New Business Models
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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.
Enterprise 2.0 New Business Models
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2. Ideagoras
Enterprise 2.0 New Business Models
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2. Ideagoras
Enterprise 2.0 New Business Models
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Enterprise 2.0 New Business Models
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3. Prosumers
Enterprise 2.0 New Business Models
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3. Prosumers Case: Music IndustryThe Remix
Enterprise 2.0 New Business Models
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3. Prosumers Help Us Write the Final Chapter!
Enterprise 2.0 New Business Models
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3. Prosumers Physical Goods
PeerProduced T-Shirts
Enterprise 2.0 New Business Models
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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 Models
Enterprise 2 0 New Business
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4. The New Alexandrians: Natures Google Earth Avian Flu Mashup
Source: Howard Ratner, CTO, Nature Publishing Group
Enterprise 2.0 New Business
Models
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4. The New Alexandrians: Natures Google Earth Avian Flu Mashup
Source: Howard Ratner,
CTO, Nature Publishing
Group
Enterprise 2.0 New Business Models
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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
Enterprise 2.0 New Business Models
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6. The Global Plant Floor Chinese Motorcycle Industry
Enterprise 2.0 New Business Models
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7. The Wiki Workplace
Enterprise 2.0 New Business Models
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Current Crisis
l f f h
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A Burning Platform for Change
Google A 21st Century Organization
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Google A 21st Century Organization
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Globalization 3.0 & the
External Environment
P olitical forces
E conomics
S ocialFactorsT echnology
L egalForces
E thical & EnvironmentalFactors
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Globalization 3.0
&Organizational Behavior
SAS Th B t t k f 2010
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SAS- The Best company to work for-2010
What are organizations
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Whatare organizations
like as work settings?
An organization is acollection
ofpeople working togetherwith availableresources toachieve a
common purpose.
70
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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
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Common Features ofOrganizations
Networkofindividuals
System
Coordinated activities
Division oflabor
Goalorientation Continuityovertime, regardless ofchange in
individualmembership
72
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Organizations as transformational settings
realizing theirmission
73
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Modern workplace trends
Inconsistentcommitmentto ethicalbehavior.
Importance ofhuman capital.
Demise ofcommand and control.74
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Modern workplace trends
Emphasis on teamwork. Pervasive influence ofinformation technology.
Respectfor newworkforce expectations.
Changing definition ofjobs and career.
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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
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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
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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
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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
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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
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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
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The Primary Objective ofManagement
The attainmentoforganizational goals in an effective and
efficientmannerthrough Planning, Organizing, Leading,
and Controlling organizationalresources.
Managers Primary
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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
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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
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Traditional Management
Mind Set
Tighttop-down control
Employee separation & specialization
Managementthrough impersonalmeasurementand
analysis
Changes Bringing About A Management
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g g g g
Revolution
Globalcompetition Cutbacks in personnel
Worldwide economic, political, and social shifts
Culturalchanges
Changes Bringing About A Management
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g g g g
Revolution
Diversityofthe workforce
Requestfor sharing ofpower Technology
New decision makers
Others?
The Old & New Paradigms:
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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:
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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
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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?
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The Next Paradigm?
GMBA Participants: What doyou think:
Markets? Workforce?
Technology?
Values?
Focus?
Leadership?
Doing work?
Relationships?
Factors and Outcomes ofStrategic Approach
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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:
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Rebooting Our Institutions
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94
Question and challenge all those assumptions that
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Question and challenge all those assumptions that
underpin how you see the world- and what you dont
see.
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...because what works today willprobably not work for those who
follow you in the future...
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Most importantly, its aboutbeing readyforthe future
ratherthan waiting for ittooverwhelmyou...
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We can't solve problems by using the same
kind of thinking we used when we created
them (Albert Einstein).
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Thefuture belongs tothose whobelieve in the
beautyoftheir dreams
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Thank You...