Organisational Management: Objectives & Case Studies

Organisational ManagementStraw Nest Group Presentation

OverviewOM: Straw Nest Group Presentation

Overview

Learning Objectives Managers as Decision Makers

Techniques of group decision-making Steps in decision-making process

Managing Teams Characteristics of creating effective teams Different types of work teams in unique situations

Secondary Research Good Organisational Management Bad Organisational Management

Learning Objective 1:Managers as Decision MakersPresenter: Muhd Firdianshah

Managers as Decision Makers

OBJECTIVE 1:

What are the different techniques in group decision making? Brainstorming Nominal Group Technique Electronic Meetings via New Media

Brainstorming

Limitless brainstorming before categorising Ensures no boundaries in information gathering & discussions “Verbal diarrhoea” effect Might not be useful for groups & members that prefer structure

& sequential flows

Structural brainstorming Boundaries are drawn before group members think of ideas Helps members to think fully about idea Useful for members who have not thought through points Not useful for members who cannot think when limited by

boundaries

Nominal Group Technique

Group members presented with problem Each member independently writes down ideas on

problem Each member presents one idea to group until all ideas

have been presented No discussion until all ideas have been presented

Useful for groups that are easily influenced by ANY ideas, good or bad

Not useful for groups that have similar ideals & bad negotiating skills

Electronic Meetings via New Media

MSN Typed group conversational chats help members save time

& hassle of meeting up if schedules do not permit Members are not as focused & can sidetrack very

frequently, leading to lack of progress in group discussions

Oovoo & Skype Video & audio group conversational chats facilitate better

communication due to interaction of more senses Lack of fast & strong Internet access can lead to slow-

loading chats which can be frustrating & can lead to lack of progress & easier sidetracking

Electronic Meetings via New Media

Facebook Status updates can be tagged to discuss project meetings

openly For more daring & brave groups that prefer openness

in discussions Live chat function retains MSN capability & advantages

Sidetracking is possible if student’s main function of Facebook is for socialising purposes Won’t take discussions seriously

Group discussions can’t be held due to limitations

Learning Objective 2:Managers as Decision MakersPresenter: Rachel Tan

Managers as Decision Makers

OBJECTIVE 2:

How do we follow through the decision-making process to achieve our goals? Identifying problem Identifying decision criteria Allocating weights to criteria Developing alternatives Analysing alternatives Selecting alternative Implementing alternative Evaluating decision effectiveness

Step 1: Identifying a problem

An obstacle that makes achieving a desired goal or purpose difficult 3 characteristics of problem Awareness of discrepancy Pressure to act Having resources to take action

Step 2: Identifying decision criteria

Criteria that define what’s important or relevant in resolving a problem Examples of decision criteria:

Which material would better cushion the egg from the fall

Most efficient way of building the structure to protect the egg (time factor)

The best way to make use of the materials given to us

Step 3:Allocating weights to the criteria

Weighing the items to give them the correct priority in the decision weighed priority of items provided to protect the egg

Step 4: Developing alternatives

List the viable alternatives that could resolve the problem Insert egg into balloon Focus sticking materials on one side of the egg Wrap the egg all around

Step 5: Analyzing alternatives

Each alternative is evaluated against the criteria Examples of alternatives: Paper Tape Paper napkin

Step 6: Selecting an alternative

All criteria weighted and alternatives analysed choose the alternative that generated the highest total in step 5 Paper Straws Balloon Tape Paper napkin

Step 7: Implementing the alternative

Putting the decision into action by conveying it to those affected and getting their commitment to it Crush all materials together to wrap the egg

Step 8:Evaluating decision effectiveness

Evaluating the outcome or result of the decision to see if the problem has been resolved Unwrapping the layers

Learning Objective 3:Managing TeamsPresenter: Bernardette Heng

Managing Teams

OBJECTIVE 3:

What are the unique characteristics of creating effective teams? Good communication skills Define outcomes & facilitate work Establish clear & compelling direction Provide team & individual development

Good Communication Skills

Understand each other

Understand objectives better

Facilitate smoother & easier exchange of information & interaction with one another

Communication on the same wavelength facilitates bonding & tighter communication Dependent on group culture

Define Outcomes & Facilitate Work

Leader sets outcomes and provide the team with goals to get there Do your group members have the materials and

references to support them in achieving the expected results?

Do they know how to get help from other team members?

Let team members use their own style to deliver the outcome or result

Recognise both individual and team accomplishments

Establish Clear & Compelling Direction

Leaders of effective teams communicate a vision to the team rather than assume that the team shares it

If the leader does not do this, all the members will rush to fulfill their own individual goals

These individual goals do not add to the interdependent goals Interdependent goals: aims that need two or more people

to rely on each other to accomplish Such goals can further a team’s collective objectives

Team & Individual Development

Review team performance openly Discussing how the team is doing What it is doing well What it is doing poorly What have members learnt

Reflect on individual performance Highlight achievements in team Never judge someone’s mistakes openly

Recognise mistakes but leave action plan up to person Recognise member’s maturity level

Learning Objective 4:Managing TeamsPresenter: Ratna Mas Ayu

Managing Teams

OBJECTIVE 4:

How are different types of work teams employed based on different situations? Problem-solving team Self-managed work team Cross-functional team Virtual team

Problem-Solving Team

Involved in efforts to improve work activities/solve specific problems From same department/functional area All employment sectors/situations need them

Problem-solvers help to identify complicated & difficult situations & solve them effectively Thinking out-of-the-box & providing unique solutions Observant, keen eye to spot potential flaws

Self-managed Work Team

Operates without a manager Responsible for complete work process/segment

Benefits: Greater flexibility Improved quality, productivity and service Faster response to technological change Fewer, simpler job classifications Better response to workers' values Increased employee commitment to the organization Ability to attract and retain the best people

Cross-Functional Team

A work team composed of individuals from various specialties Associated with:

More creative solutions Better quality decisions Increased organizational effectiveness Lower turnover rates among treatment staff

Eg. 3M’s Industrial Specialties Division American multinational conglomerate corporation Manufacturing company

Virtual Team

A type of work team that uses technology to link physically dispersed members in order to achieve a common goal In today’s world, organizations increasingly conduct business

in a virtual workspace Employees are located in different countries/cities/venues

in the same city

Eg. Nortel Networks Corporation Conference with overseas countries

Virtual team structure makes it more easier and efficient for them to communicate with physically dispersed members using technology

Secondary Research:Good Organisational ManagementPresenter: Nicholas Ho

Article #1: Succession Management

Managing & grooming employees to succeed executives Building leadership ’bench strength’ across management

In straw nest project, succession management could have been employed if leader faltered in ensuring group did task efficiently & effectively Leader could have asked someone else to take over if

he/she has a better plan Communicate change of leadership clearly to all members

More attention would be given to new leader

http://findarticles.com/p/articles/mi_m1272/is_2675_130/ai_77400382/

Article #2:Predictive v. Reactive Management

Predictive management: prevent problems before they arise

Reactive management: solves many problems in first place Predictive management is better

In straw nest project, should have had more predictive management Reactive management can be messy when not handled

with properly

http://management.about.com/od/managementskills/a/predictive_mgt6.htm

Secondary Research:Bad Organisational ManagementPresenter: Nicholas Ho

Article #3: Cynical Employees

Issues related to bad management related to employee cynicism rather than employees’ personality traits – survey, Ohio State University Showed lower commitment levels Less likely to believe good work would be rewarded

Straw nest project did not suffer from cynical group members Members trusted leadership & were committed to task at

hand Personality traits accounted very little for group cohesion


Article #4: Employees’ Pay Increases More Than Executives’ Pay

Retaining key talent across companies is more important than retaining top executives – survey, WorldAtWork Retention aspects reaching all levels i.e. compensation,

benefits, total rewards etc.

In straw nest project, group members mattered more than leaders Group members were integral part of carrying task at

hand well Leaders could always be reselected & regroomed No group members = no task completion


Conclusion & Q&AAll members will assist in answering any queries from the floor.

Education

Organisational Management: Objectives & Case Studies