!""#$%&&"&&'"()&$

*+*,-*.-"$/#0'$!"#$%&'#(&)*&!"#$%&+,)-&$./%01$23%4&1(/0#'*),0($,($)2"$304#&"$/0-5"#$604#$5,'"(&,0(&$

7008"#*),0($70(3"8)4*-$30()#,.4),0($!#*3),3*-$30()#,.4),0($90#:$")2,3$

;$'*#:&$5"543)"5$,/$8""#$*&&"&&'"()$(0)$50("$<04$=>?@$A1BC$D>%E1@%@1BC$7F==CG@?$(0)$H4&)$)2"$I4*(),)*),+"$"+*-4*),0($/0#$*--$0)2"#$)"*'$'"'."#&$,($0#5"#$)0$(0)$J")$)2"$'*#:$5"543),0(K$70''"()&$'4&)$."$,(5,+,54*-,L"5$*(5$GF@$J"("#,3$)0$I4*-,/MK$

-))"566"33#71131183.)9/*./*#($79/76:8$6;1%6"33#71131183.)6<#*0"=*#>9;1%&

&

?$.7%&3;78$.7)$*.5&&!"#$%&@A)-&+B5AA&)*&+C5AA&&&

?"3),0($?N$=O;KPQ;$

Articles to be released on April 10th!!! Check your e-mail on this day!

Objectives for Today

Review of Key Concepts Answer all your questions Play COMM 210 Jeopardy

=*(*J"'"()$@2"0#,&)&$$

=*(*J"'"()$@2"0#,&)&$

Management Structure

Management Roles and

Responsibilities

Power Relationships

Motivational Factors

Innovative Thinking

First Mover Advantage

Measuring

Sustainable Competitive Advantage

Vision

People

Structure Strategy

Supplier Partnerships

$

92*)$,&$O*#("M$#"*--M$&*M,(JR$%&&"&&'"()$0/$)2"$$.)3#.7%&3.2$#*.83.)&,&$"I4*--M$,'80#)*()$)0$*&&"&&,(J$)2"$"S)"#(*-$"(+,#0('"()K$$70'8*(,"&$&204-5$*(*-ML"$)2",#$,()"#(*-$#"&&04#3"&$0($)2"$DEFG&8*(3%&)0$."))"#$8#"5,3)$)2",#$/*8"3)$)$23&7(27.)7<3K$

92M$,&$2"$&*M,(J$,)R$?0$30'8*(,"&$*(5$&"(,0#$'*(*J"#&$3*($"&)*.-,&2$3::3/)$23&1)#7)3<$319$$

$@2"$BT1F$@"&)$/0#$70'8"),),+"$%5+*()*J"$

O*#("M$."-,"+"&$)2*)$*(*-ML,(J$)2"$,()"#(*-$/7"7H$%$)$31&7.(&#31*0#/31&0/$)2"$/,#'$,($*330#5*(3"$U,)2$)2"$BT1F$/#*'"U0#:$8#0+,5"&$*$&)#0(J$)"&)$/0#$5")"#',(,(J$30'8"),),+"$*5+*()*J"$0/$*$/,#'K$

D*-4"V%55"5$

E*#"("&&$0/$#"&04#3"&$*(5$3*8*.,-,),"&$

F',)*.,-,)M$W70&)$0/X$

G#J*(,L"5$W@0$"S8-0,)$$#"&04#3"&$Y$3*8*.,-,),"&X$

Z*M$OK$O*#("M$$@2"$BT1F$)"&)$/0#$30'8"),),+"$*5+*()*J"$

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

D*-4"V%55"5$

E*#"("&&$0/$#"&04#3"&$*(5$3*8*.,-,),"&$

F',)*.,-,)M$W70&)$0/X$

G#J*(,L"5$W@0$"S8-0,)$$#"&04#3"&$Y$3*8*.,-,),"&X$

Applying the VRIO Framework Value, Rarity, Inimitable (costly), Organized Properly

Summary of VRIO, Competitive Implications, and Economic Implications

Valuable? Rare? Costly to Imitate?

Organized

Properly?

Competitive Implications

Economic Implications

No No No No Disadvantage Below Yes No No Yes/No Parity

Yes Yes No Yes/No

Temporary Advantage

Above (at least for

some amount of time)

Yes Yes Yes No Stronger

Temporary Advantage

Above (at least for

some amount of time)

Yes Yes Yes Yes Sustained Advantage Above

$

92*)$,&$72*(5-"#$#"*--M$&*M,(JR$$ @2"$0(-M$U*M$)0$."$)2"$50',(*()$8-*M"#$,($*($,(54&)#M$,&$)0$."$)2"$/,#&)$'0+"#K$`""8$"+"#M0("$32*&,(J$M04K$92M$,&$2"$&*M,(J$,)R$

$ O"3*4&"$,)$,&$*$)04J2$*(5$30'8"),),+"$U0#-5$*(5$.",(J$*$/,#&)$'0+"#$J,+"&$M04$*$&4.&)*(),*-$*5+*()*J"K$

$

1($3*8,)*-$,()"(&,+"$,(54&)#,"&[$&433"&&/4-$/,#'&N$"S8-0,)$3/*.*8$31&*:&1/7%3&L&1/*"3&.M$QK 1(+"&),(J$,($"#*(0/)$*.&/7"7/$)4a$$PK 7#"*),(J$&)#0(J$87.7<383.)&1)#0/)0#31&M-$3#7#/-$31N&a$

*(5$bK 1(+"&),(J$,($.7)$*.7%&7.(&$.)3#.7)$*.7%&87#>3)$.<&7.(&

($1)#$H0)$*.&.3)=*#>1K$

@2"$/,#&)$30'8*(,"&$)0$'*:"$)2"&"$)2#""$,(+"&)'"()&$U,--$(*8$.7)3&7.(&1-7"3&)-3$#&87#>3)&W6,#&)$=0+"#&XK$$

$

A#0U)2$)2#04J2$0.#3%7)3(&($23#1$:$/7)$*.&,&$*$800#$.4&,("&&$&)#*)"JM$W-0&&$0/$/034&X$F(3"$*$/,#'$8$1131&)-3&*""*#)0.$)4&)0$."$*$/,#&)$'0+"#[$,)$,&$5,//,34-)$)0$#"J*,($30'8"),),+"$*5+*()*J"$=*,()*,(,(J$/,#&)$'0+"#$*5+*()*J"&$#"I4,#"&$30(&)*()$F..*27)$*.&7.(&O)#7)3<4&W*&&"&&'"()$*(5$'0+"&X$70'8*(,"&$,($*($*%$<*"*%4$."30'"$&)#0(J"#$)2#04J2$,()"(&"$30'8"),),0($

$

92*)$*#"$7Y!$#"*--M$&*M,(JR$$ @0$."$)#4-M$&433"&&/4-[$30'8*(,"&$(""5$)0$'*,()*,($)2",#$30#"$,5"0-0JM$*(5$&),'4-*)"$8#0J#"&&$U,)2$)2",#$"(+,&,0("5$/4)4#"$92M$*#"$)2"M$&*M,(J$,)R$

$ @#4-M$+,&,0(*#M$30'8*(,"&$U,--$/4#)2"#$'0),+*)"$)2",#$"'8-0M""&$)0$"S"34)"$)2",#$&)#*)"JMK$

70--,(&$Y$!0##*&$$=*,($7-*,'&$

?433"&&/4-$30'8*(,"&$2*+"$*$3-"*#$B,&,0($'*5"$48$0/$*$70#"$15"0-0JM$*(5$*($C(+,&,0("5$64)4#"$)2*)$U0#:$)0J")2"#$)0$'0),+*)"$"'8-0M""&$*(5$J4,5"$5"3,&,0($'*:,(JK$$$?433"&&/4-$30'8*(,"&$$

=*,()*,($&)*.-"$*(5$#"'*,($)#4"$)0$)2",#$30#"$,5"0-0JM$W84#80&"$Y$+*-4"&X$)2*)$)2"M$/0--0U$,($*$5,&3,8-,("5$*(5$30(&,&)"()$'*(("#a$92,-"$*5H4&),(J$)2",#$.4&,("&&$&)#*)"J,"&$)0$*$32*(J,(J$.4&,("&&$"(+,#0('"()$$)2#04J2$)2",#$C(+,&,0("5$/4)4#"$WOc%A&$*(5$B,+,5$_"&3#,8),0($0/$)2"$/4)4#"X$$

$

?)*.,-,)M$30"S,&)&$U,)2$32*(J"$

Preserve the core

Stimulate progress

Core Ideology: 1.Values 2.Purpose

Envisioned Future: 1. BHAG 2. Vivid Description of the future

70--,(&$Y$!0##*&$15"(),/M,(J$Oc%A&$

O"&)$/0#$-*#J"$"&)*.-,&2"5$0#J*(,L*),0(&$

_*+,5$+&$A0-,*)2$

O"&)$/0#$48$*(5$30',(J$0#J*(,L*),0(&$

D4*-,)*),+"$D4*(),)*),+"$

%))*,($@*#J")&$

C'4-*)"$T0-"$

=05"-&$

1()"#(*-$@#*(&/0#V'*),0($

70'8")"$*J*,(&)$70''0($C("'M$

PQREE&?04#3"&$0/$!0U"#$

T"U*#5$

70"#3,+"$

T"/"#"()$

CS8"#)$

E"J,),'*)"$

6#"(32$Y$T*+"($@2"$O*&"&$0/$?03,*-$!0U"#$

Cultural values Social structures Job descriptions Company structures

Knowledge Experts in their field

Identifies with, Want to be associated with, Examples: Leaders, people who are successful, motivating, have charisma

Punishment Conform to influence

Mediate rewards

$

92*)$,&$A#",("#$#"*--M$&*M,(JR$$ _,//"#"()$&)#43)4#"&$U0#:$08),'*--M$*)$5,//"#"()$&)*J"&$0/$30#80#*)"$J#0U)2K$92M$,&$2"$&*M,(J$,)R$

$ ?0$30'8*(,"&$*(5$&"(,0#$'*(*J"#&$3*($*5*8)$*&$)2"M$J#0U$*(5$."$'0#"$&433"&&/4-$$$

!"#$%#"&'()%*#+,'-.+'/'()-+.%$#0'*.%'01$+'2.*3'

/'4)-#'$%560,"$#0'7.8#'01)9#"':")9,7'

!")9,7',7")6:7'()11.2)".,$)%'

!"#$%&'()*)+,'-*##.-/01-/,)2#

!")9,7',7")6:7'())"5$%.,$)%'

345#/-64"#

!")9,7',7")6:7';#1#:.,$)%'

7)2/1)*"#

size

age

!")9,7',7")6:7';$"#*,$)%'

80/)2)9&"#

73:.:."#

!"#$%&#'()*+$,%-.#/0./#$%12"3$#%2$4$2%5()('$#6%7/6.%$8$0/.$9%

!")9,7',7")6:7'("#.,$8$,<'

;4-541%(,6"#

:#/$%;).#$<#$)$/#=6>*<%!(?*)'%@%-$22*)'%1(%A*.%0>(".*09%

B$$,%6.#")'$#%5()('$5$).%

5(?$6%6$)6$%C"#%.>$*#%6*./(.*")%

-$)*"#%5()('$#6%C*),%,$0*6*")%5(?*)'%.""%,$0$).#(2*+$,%(),%3().%."%#$'(*)%0").#"2%

!()('$#6%5(?$%,$0*6*")6%(,(<.$,%."%.>$*#%2"0(2%6*./(.*")%

D$).#(2*+$%?$E%C/)0.*")6%2*?$%<2())*)'%@%#$6"/#0$%(22"0(.*")%

F*)$%5()('$#6%.>*)?%6.(CC%C/)0.*")6%(#$%"/.%"C%%."/0>%3*.>%"<$#(.*")6%

-"0*(2%0").#"26%@%6$2C%,*60*<2*)$%

!"#$%&'$(&)%$*+,"$-(&-./+

$

F#J*(,L*),0(*-$J#0U)2$,&$32*#*3)"#,L"5$.M$;$&433"&&,+"$5"+"-08'"()*-$82*&"&[$"*32$/0--0U"5$.M$*$8#"5,3)*.-"$3#,&,&K$$=*(*J"'"()$8#*3),3"&$)2*)$U0#:$U"--$,($0("$82*&"$*#"$(0)$&4,)"5$)0$)2"$("S)$*(5$*3)4*--M$8#"3,8,)*)"$)2"$3#,&,&$,($)2"$$&4.&"I4"()$82*&"K$$

$

F#J*(,L*),0(&$&204-5$(0)$)#M$)0$&:,8$82*&"&$W6,)$)2"$&)#43)4#"$U,)2$)2"$82*&"X$@08$'*(*J"#&$U20&"$&)M-"$,&$(0$-0(J"#$*88#08#,*)"$&204-5$#"'0+"$)2"'&"-+"&$A#0U)2$,&$*+0,5*.-"$?)#43)4#"$8-*M&$*$3#,),3*-$#0-"$,($,(/-4"(3,(J$30#80#*)"$&)#*)"JM$64)4#"$0/$*($0#J*(,L*),0($,&$5")"#',("5$8#"50',(*()-M$.M$,)&$2,&)0#M$$

$

$

92*)$,&$c*(5M$#"*--M$&*M,(JR$$ <04$30(&)*()-M$2*+"$)0$."$#",(+"(),(J$M04#&"-/[$-00:,(J$/0#$)2"$("S)$J"("#*),0($0/$8#0543)&$0#$&"#+,3"&$$92M$,&$2"$&*M,(J$,)R$

$*.,-,)M$)0$30'"$48$U,)2$)2"$("S)$("U$,5"*$0#$)2,(JK$

92*)$0)2"#$*4)20#$U04-5$*J#""$U,)2$c*(5M$)2"$'0&)R$$

$

QK @2"$&,J'0,5$34#+"$"S8-*,(&\8#"5,3)&$)2"$32*%0)$*.7#4&/4/%3&*:&%$:3&*(5$*--$)2,(J&$,($,)$$

PK @2"$&"3#")$)0$30(&)*()$J#0U)2$,&$)0$1)7#)&7&.3=&1$<8*$(&/0#23&."/0#"$)2"$/,#&)$0("$8")"#&$04)K$

P*K$I-3&H31)&)$83&)*&1)7#)&"%7..$.<&)-3&13/*.(&/0#23&$1&7)&"*$.)&!&*.&)-3&:$#1)&/0#23&1)$,&$4&4*--M$($::$/0%)&)*&/*.2$./3&'*(*J"#&$)2*)$)2,&$,&$)2"$),'"$)0$8-*($."3*4&"$"+"#M)2,(J$,&$J0,(J$U"--$$

$$

P.K$1)$,&$5,//,34-)$)0$8#"5,3)$U2"#"$U"$*#"$0($)2"$34#+"[$&0$)2"$H31)&"#7/)$/3&$1&)*&>33"&H*)-&/0#231&<*$.<&7)&)-3&1783&)$83K$

bK @2"$L0("$U2"#"$)2"$)=*&/0#231&$.)3#13/)&$1&7&)$83&*:&<#37)&/*.:01$*.&."3*4&"$)U0$30(/-,3),(J$+,"U&$0/$)2"$/4)4#"$30V"S,&)K$

B9 !)&"*$.)&S&$.&)-3&/0#23&$)&$1&)**&%7)3&)*&1)7#)&"%7..$.<&7.(&$..*27)$.<&."3*4&"$)2"$30'8*(M$-71&(3"%3)3(&#31*0#/31&

;K @2"$$.$)$7%&($"&$.&)-3&/0#23&$1&7&"3#$*(&*:&$.)3.13&%37#.$.<&W*(5$'*:,(J$',&)*:"&Xd$$

0&#1)&2+-3"4.5+6.7+()+.88.-(&4.+#")9(:+;+<.7+-*$&1/+

4. Depleted resources; too late

A B

3. Period of confusion Why are we changing?! We were doing fine!! Moan, moan!

5. Dip in curve = Period of initial learning

2a. Optimal point to begin building a new curve

2b. Best practice is to keep both curves going at the same time

1. The sigmoid curve explains/predicts the evolutionary cycle of life and all things in it

Herzberg Claims

What is Herzberg really saying? To be truly satisfied at work people need both

hygiene elements and motivators Why is he saying it?

Companies need to have satisfied and motivated employees to execute their strategy.

Hygiene and Motivators work together!

Hygiene Satisfied SWoP3

Motivators in place FAAIRR

Understanding Herzberg

Positive or negative KITA

Job enrichment:

Achievement Responsibility Interesting work Recognition Advancement &

development

! "#$%"%&'!! ()*+,-!-.,/!0/123-4!! !

! "#'5$6'5#&!! (7#&8!'%9"!

5":6;'4!!

Hygiene: Some elements of a job need to be not dissatisfying but will never be a source of motivation or major satisfaction .

Satisfiers Job Content Factors Motivators

Dissatisfiers Environmental Factors Hygienes

What are K& N really saying? You get what you measure.

Why are they saying it? Employees will work on what is measured

because it is visible and rewarded. Companies work hard to put startegies in

place, they also have to monitor how they are doing and how they think they will do in the future. So they can diagnose, improve and change course if necessary.

=.$/3"./+13/(+>.+$*&#%.2+9&(:+(:.+

?@0@!A++$%2+(:.+

0BCDBEFG+

Operational E ffectiveness: Internal Processes and People Who are the key internal stakeholders?

What are the key processes in the company? What are the key success factors?

How do you measure it?

Innovation and learning What are the trends affecting the business? Who are the key stakeholders? What are the key success factors? Where should we innovate? Will it give us a sustainable competitive advantage?

F inancial and economic performance Who are the stakeholders?

What do they value? How do you measure it?

Customer satisfaction and quality outcomes Who are the customers What do they value? How do you measure it?

Kaplan & Norton Balanced Scorecard You get what you measure

Mintzberg Myth & Reality

MYTHS Managers plan, organize, coordinate & control

REALITIES Interpersonal roles

Figurehead (ceremonial), Leader (team), Liaison Informational roles

Monitor, Disseminator, Spokesperson Decisional roles

Entrepreneur, Disturbance-handler, Resource-allocator, Negotiator

Why is this nomenclature useful and to whom?

Examples of managerial roles: from Mintzberg

1. Figurehead 2. Leader 3. Liaison 4. Monitor 5. Disseminator 6. Spokesperson 7. Entrepreneur 8. Disturbance-

handler 9. Resource-

allocator 10. Negotiator

1. Greet visiting dignitaries 2. Hire, fire, motivate, get work done with others 3. Make contacts outside chain of command 4. Collecting information 5. Shares information with her/his team 6. Information outside unit: speech or lobby for a

cause 7. Scan new ideas, Portfolio of possibilities,

Initiate development projects 8. A strike, customer bankrupt, supplier reneges 9. Allocation of time, human resources, money,

authorize decisions, make choices 10. Negotiate contracts with suppliers,

acquisitions, grievances, collective agreements

What are Liker and Choi really saying? The best way to:

Reduce costs Increase quality and Improve speed and efficiency

is by developing close supplier partnerships. Why are they saying it?

Because it is a tough and competitive world and suppliers are more motivated to work in a value-based system.

B:.+/H&"&(+)8+(:.++/3HH*&."IH$"(%."/:&H+1)2.*+

Co-prosperity Collaboration Care

What are Toyota & Honda doing right?

Source: Liker & Choi

Empathy, Trust, Fairness, Discipline

The spirit of SPH is for companies to build long lasting mutually beneficial relationships with suppliers based on collaboration, co-prosperity and healthy competition. The underlying values are Trust, Fairness, Empathy and Discipline.

through bullying suppliers is totally alien to the spirit of the Toyota

The 6 principles of the supplier-partnering hierarchy

6. Conduct joint improvement activities

5. Share information intensively but selectively

technical capabilities 3. Supervise your

suppliers 2. Turn supplier rivalry

into opportunity 1. Understand how your

suppliers work

=%5#"0,.%5'

>.%.:#'?$8.1"<'

46+#"8$0#'

;#8#1)+'(.+.2$1$,$#0'

47."#'@%A)"-.,$)%'

B)$%,'@-+")8#/

-#%,'

Mintzberg Myth & Reality

MYTHS Managers plan, organize, coordinate & control

REALITIES Interpersonal roles

Figurehead (ceremonial), Leader (team), Liaison Informational roles

Monitor, Disseminator, Spokesperson Decisional roles

Entrepreneur, Disturbance-handler, Resource-allocator, Negotiator

Why is this nomenclature useful and to whom?

Examples of managerial roles: from Mintzberg

1. Figurehead 2. Leader 3. Liaison 4. Monitor 5. Disseminator 6. Spokesperson 7. Entrepreneur 8. Disturbance-

handler 9. Resource-

allocator 10. Negotiator

1. Greet visiting dignitaries 2. Hire, fire, motivate, get work done with others 3. Make contacts outside chain of command 4. Collecting information 5. Shares information with her/his team 6. Information outside unit: speech or lobby for a

cause 7. Scan new ideas, Portfolio of possibilities,

Initiate development projects 8. A strike, customer bankrupt, supplier reneges 9. Allocation of time, human resources, money,

authorize decisions, make choices 10. Negotiate contracts with suppliers,

acquisitions, grievances, collective agreements

J"&(&-$*+B:&%<&%#+-)%-.H(/++

Critical Thinking Put it through its PACCES

Claims Evidence Assumptions and Values Causal Claims Persuasion

Contestable and unproblematic claims Finding claims: The broader issue (not an example, a definition or a statistic) SCRAAP : Sufficient, clear, representative, accurate, authoritative, persuasive Underlying assumptions Reality & value assumptions Rival causes, reverse causation Differences between groups (Hawthorne effect) Correlation of characteristics (third variable) Post hoc ergo propter hoc CARL: Countering objections, Anticipate objections, Rhetoric, Limit Claims

This is not a substitute for your own notes & studying

Evidence

What is the best kind of evidence? Independent information

What is independent information? Not biased and Original research is best. You need to look fro research houses. The answer to the question: Why is this true? What is the claim you are trying to prove? Make sure you really understand what you need to prove first! For example: Companies that have high levels of trust are more successful than others:

You need to define what kind of trust you are talking about : companies trusting employees, employees trusting managers, stockholders trusting management?

Not all evidence is created equal!

Representative make hasty generalizations)

Survey or research that is broad based and that shows widespread effectiveness of trust in organizations. Employees, managers and experts opinions.

Authoritative What have scholars and experts saying on the subject

Clarity author is trying to say)

You need to define what kind of trust you are talking about : companies trusting employees, employees trusting managers, stockholders trusting management?

Sufficient (importance of the claim and damage that would occur if it is not true) Assessment you make taking everything into account

Accurate (no errors, independent or reliable source,) Precise (not ambiguous or general statements, over-precise?)

Explore underlying assumptions

Reality assumptions: Our beliefs about reality: events, how things work, what exists.

Management theorists: their reality beliefs underlie their theories:

economies of scale and scope are important to secure competitive advantage Constant strategy and innovation are necessary to maintain competitive advantage

Value assumptions: Our ideals, standards of right and wrong, the way things ought to be. Challenging underlying assumptions

Provide evidence against (reality assumptions) Very difficult to challenge value assumptions (Value preferences form a significant part of our self-concept

R2$(3./35&9,)2$efQPKg$',--,0($,($PhQh$

#"+"(4"[$E,/"@,'"$*(5$84)&$0($'0#"$)2*($Qi;$

*((4*-$"+"()&$&432$*&$),*)2-0(&$*(5$)2"$E"*5+,--"$@#*,-$QhhK$

P%7$85&&1/$E,/"@,'"$30'"&$)0$7*(*5*[$

A005E,/"$

.#"*5)2$0/$/*3,-,),"&$E,/"@,'"$$

!"#$%&'()**+,-&%./0(1.2(3+*%/"**(#/4(,#56"&%/7(2.56*(%/(7"/"5#$((

T.(3#%4$.<&71108")$*.15&TO&H713(&/*8"7.$31&7#3&)*0<-&/*8"3)$)*#1&

Q7#<3&/*8"7.$31&7#3&)*&H3&:37#3(&H3/7013&)-34&-723&7&%*)&*:&#31*0#/31&7.(&-723&"#*23(&)-34&/7.&/*8"3)3&$.&*)-3#&

87#>3)1&O"*#)$.<&323.)1&H0$%(&H#7.(&7=7#3.311&7.(&3.<7<383.)&=$)-&"*)3.)$7%&7.(&3;$1)$.<&/01)*83#1&:*#&:$).311&/3.)3#1$

!1108")$*.1&U*83=*#>&I38"%7)3&

Explore underlying assumptions

Underlying assumptions that form the basis of our beliefs & reasoning They are deeply ingrained, so we take them for granted They explain the relevancy of the evidence to the claim. So they are the link between the claim and the evidence How to find them?

Ask yourself: What must be true if the Claim is to be supported by the evidence? Role Play: Put yourself in the role of the writer

: Could someone believe this evidence and still disagree with the claim?

Causal claims Causal explanation = cause & effect relationships Why look for Causal relationships?

Make predictions To make decisions and take actions

If we implement THEN costs will go down new software

Causal claims Rival causes: Different causes can be

Successful company

People

Strategy

Structure

Innovation

Vision

Causal Claims Cause - Effect

Rival causes: Differences between groups (Hawthorne effect)

This is when we are evaluating research or conclusions regarding one group versus another

Correlation of characteristics Direct causal relationship: Use of IT in companies enhances performance Unrelated correlation except through a third factor: Successful companies use the latest in IT and have a Vision. There is no relationship between the vision and the use of IT except for the fact that they have a charismatic and innovative CEO (third factor) reverse causation: vision causes success, success causes companies to develop vision

Techniques of persuasion Putting it all together

Logical structure of your arguments:

Subclaim Evidence Causal logic Assumptions Objection handling Rhetoric Limiting your claims

Main Claim: Subclaim #1

Evidence Causal logic Assumptions Objection handling

Subclaim #2 Evidence Causal logic Assumptions Objection handling etc

K&%$*+EL$1+,".H$"$(&)%+

Final exam

Get 4 articles from CLUES, Course Reserves To be posted on First Class on April 10th Read carefully, ponder, discuss A good way to prepare is to formulate exam questions for yourself and answer them 7 questions. Six 10pt questions and One 20pt 2 page essay

Tips for being effective in the exam

Answer the QUESTION (read it carefully) Use the PRECISE language of the author to demonstrate your understanding Make sure your ARGUMENT or position is CLEAR using simple, straight to the point words Make an OUTLINE of your answer before answering

Writing a persuasive essay exam question

1. Make an outline before you start writing 2. State your claim (response to the question) 3. Identify your key arguments 4. Arrange your evidence

Pieces of evidence for each argument include (if available in the article): a. Views of experts (authoritative) b. Data, Statistics, tables, diagrams, surveys (precise,clarity) c. Examples and quotes from different stakeholders, (representative)

5. Relevant management theories: explain the theory and how it relates to your claim. I must see clear evidence of your understanding of the theories used.

6. Give each section of your essay a meaningful subtitle to help clarify your line of reasoning

7. Key Objections: Any negative evidence? Do you need to address objections? (It may not be necessary)

Re-read to ensure that your answer is clear. I cannot infer anything. I can only mark what is on the paper. Marks will be awarded for overall coherence of your argument.