Slide 1

A final presentation.

MGMT505-02Dr. Patti says1ManagingThe External Environment & Organizational CultureManagerial Decision MakingPlanning & Strategic ManagementEthics and Corporate ResponsibilityInternational ManagementEntrepreneurshipStructureAgilityHR ManagementManaging the Diverse WorkforceLeadershipMotivating for PerformanceTeamworkCommunicationManagerial ControlManaging Technology & InnovationCreating & Managing ChangeSHOULD WE HAVE SOMEONE DO A 5 MIN INTRO ON THE ROADMAP? Or just show it for a second?2ManagingThe External Environment and Organizational CultureManagerial Decision MakingFoundations of Management

3Presented by Angela SergonisManaging4Management ProcessesKnowledge ManagementDiscovering and harnessing an organizations intellectual resourcesFully utilizing the intellects of the organizations peopleFinding, unlocking, sharing, and capitalizing on expertise, skills, wisdom, and relationships

Angela5What Would (Did) Dr. Patti Do?Discovering and harnessing an organizations intellectual resourcesFully utilizing the intellects of the organizations peopleFinding, unlocking, sharing, and capitalizing on expertise, skills, wisdom, and relationshipsIntroductions on the 1st day of class, Individual Presentations, Myers-BriggsClass discussions, Group projectsGroup & Individual PresentationsKnowledge ManagementIn practiceAngela6Presented by Louis HoxhaEffects of Knowledge Management7Efforts & Strategy Efforts In class discussionDiscussion forums Formal apprenticeship Strategy Story telling After action reviews Collaborative technologyTransform knowledge

Louis8Individual Impact IDENTIFY

CREATE

ENABLE

LEARN

IMPROVE LouisIndividually : Helped to identify weaknesses and strengths Reinforced the idea of collaboration. Improved discussion skills by acknowledging argument and countering with an example. Created a core knowledge like basics for each industry . Enabled adoption of insights and experience . Learned about technical skills, conceptual and decision skills Improve interpersonal and communication skills 9Presented by Giselle MongielloManagerial Decision Making10SummaryDifferent DecisionsProgrammedMore certaintyNon ProgrammedLess certainty6 Stages of managerial decision makingManaging in a crisisConstraints on Decision MakingDecision making in groups

GiselleManagers have to make numerous decisions

Stages of Managerial decision Making:Identifying ProblemGenerating alternative solutionsEvaluating AlternativesMaking the choiceImplementing the decisionEvaluating the decision

Using these stages will help managers make more efficient decisions

Group Decisions Vs. Individual DecisionsPresentationsIndividualGroup

GiselleThe business executive is by profession a decision maker. Uncertainty is his opponent. Overcoming it is his mission. John McDonaldGiselleQuote from beginning of chapter 3Summarizes this mgmt process of managerial decision makingManagers will face various decisions: Lack of structure, uncertainty, and conflict can influence these decisionsManagers ultimate goal is to make effective decisions that will benefit their subordinates

13Dr. Patti = Manager/Decision MakerUncertainty = Class behavior/reactionsMission = Have students become effective managers/leaders in business world

Giselle14Management ProcessesManagerial decision makingUnderstanding and describing the different decisions you will face as a managerWhat to avoid when making decisionsPros and Cons of using groups for decision making

Giselle15The business executive is by profession a decision maker. Uncertainty is his opponent. Overcoming it is his mission. John McDonaldGiselle16Presented by PhillipEffects of Managerial Decision Making17EffectsPhillip18Planning and Strategic ManagementEthics and Corporate ResponsibilityInternational ManagementEntrepreneurshipPlanning: Delivering Strategic Value

19Presented by (name)(planning process)20(name)21Presented by (name)(planning Effects)2223Presented by (name)(planning Effects)24(name)25Organization StructureOrganizational AgilityHuman Resources ManagementManaging the Diverse WorkforceOrganizing:Building a Dynamic Organization

26Presented by Shafali DuaOrganization Structure27Fundamentals of OrganizingIf Strategy & structure are aligned =successStrategy-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 setIntegration-Result is overall productShafali28Vertical StructureCorporate Governance-(who ensures goals are met)Authority-resides in positionsDelegation-important at all levelsHierarchy-levels in our class structureResponsibilityAccountabilityMGMT 505 has become decentralized Shafali29Presented by Julio FiallosThe Matrix Organization & Coordination30The Matrix OrganizationAn organization composed of dual reporting relationships in which some managers report to two boss superiors a functional manager and a divisional manager.

Julio31Time, Sports Illustrated, PeopleProduction managers report both to the individual publishers and editors of each title and to a senior corporate executive in charge of production.

Julio32MGMT-505 ClassTeam leaders report to individual members (classmates) of their team and to a project manager (i.e. Angela)

Julio33Coordination by PlanInterdependent units are required to meet deadlines and objectives that contribute to a common goalInterdependent units are free to modify and adapt their actions as long as they meet deadlines and targets.Example: Final PresentationTeams must deliver their PPT slides by 9:00 a.m. WednesdayTeam members have the flexibility of choosing any topic as long as it pertains to their teams section/conceptsJulio34Coordination by Mutual AdjustmentUnits interact with one another to make accommodations to achieve flexible coordination. E-mail Wikispace

Julio35Presented by Terrance McCueOrganizational Agility36What is organizational agility?Organizational agility is a businesss ability to quickly adapt and respond to changing demands.TJ37Key Processes in Organizational AgilityResponsiveness

Flexibility

Learning OrganizationTJ38ResponsivenessOrganizations must act quick and adapt to fast changing demandsTodays competitive advantage becomes tomorrows standardSudden Changes during the SemesterIllness Inclement weather

TJ39FlexibilityNo single structure

Interchanging responsibilities

Dependent on judgment and expertise of individuals within TJ40Learning OrganizationCreating, acquiring and transferring knowledge

Modify behavior

Display behavior that reflects newly learned traits and knowledgeTJ41Presented by Miata CloptonManaging the Diverse Workforce42Managing DiversityManaging Diversity:Effective Training & DevelopmentCompetitive Advantage

Diversity of our class & our teams.

Dr. Pattis example of the consequence of ignoring [gender] diversity & employee development.

Application practicality.

HR Strategy ModelMiata43Presented by Angelie GerardHuman Resources Management44Reward SystemsPurpose of HR Strategy Model.

Reward RecognitionFactors Affecting Wage MixWhat Are You Worth?

Angelie45Reward SystemsHow Does This Affect You and Me?Current Economy RecessionJob Security

IncentivesJerry Maguire Show Me The MoneyAngelie46LeadershipMotivating for PerformanceTeamworkCommunicationLeading:Mobilizing People

47Presented by Tosan BoyoVroom Model of Leadership48

TosanDr. Patti & Vrooms Model49Presented by Meghan ArtsTeamwork5051Mastering TeamworkLets work together: how MGMT 505 didPros/Cons to working in a 19 person group for the finalHow Dr. Patti used group work to enhance classHow teamwork enhanced our experience in Management Processes and Organizational BehaviorMeghan51Presented by (name)Teamwork Effects52Managerial ControlManaging Technology and InnovationCreating and Managing ChangeControlling:Learning and Changing

53Presented by (name)Controlling process5455Presented by (name)Controlling Effects5657Challenges and Issues

58Challenges and IssuesPresentationsSome presentations were interesting, but purpose was not clear or defined and time limits were often exceeded.Working around teammates schedulesCommunication and Response DelaysDifferent personalities and learning stylesDr. Patti had to ensure everyone was engaged through the various deliveries of course contentDiverse ClassWork experience, age, nationalitiesAdded interesting views as well as challengesWHO IS PRESENTING THIS SECTION??59Recommendations

60RecommendationsMaterialCover less chapters more in-depthMore group presentations rather than individual chapter presentationsLess or shorter Chapter presentationsBreaking up presentations with more applicationInstead of mixing personality types, try groups of similar personality types (Myers-Briggs)More peer evaluationsSolicit good and bad feedback directly after presentationMore Chapter Recaps led by Dr. PattiMore effort to keep everyone On Task

WHO IS PRESENTING THIS SECTION??61Thank You!

Any questions?Comments?62Presented by the best class everSpring 2010

Debora AraujoMeghan ArtsTosan BoyoMiata CloptonShafali DuoJulio FiallosAngie GaleanoLulzim HoxhaAsli InciTJ McCueGiselle MongielbSwati PatelVik ReddyCindy RogersPhillip ScottAngela SergonisMeet ShahValentina Yakimovich

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