The document summarizes a presentation on organizational management focusing on decision making, managing teams, and good and bad organizational practices. It discusses techniques for group decision making like brainstorming and nominal group technique. It outlines the steps in the decision making process from identifying problems to evaluating decisions. It also looks at characteristics of effective teams like communication and direction. Different types of work teams for unique situations are examined, including problem-solving, self-managed, cross-functional, and virtual teams. Secondary research covers topics like succession management, predictive versus reactive management, cynical employees, and compensation practices.

1. Organisational Management Straw Nest Group Presentation

2. Overview OM: Straw Nest Group Presentation

3. 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

4. Learning Objective 1:Managers as Decision Makers Presenter: Muhd Firdianshah

5. Managers as Decision Makers OBJECTIVE 1: What are the different techniques in group decision making? Brainstorming Nominal Group Technique Electronic Meetings via New Media

6. 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

7. 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

8. 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

9. 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

10. Learning Objective 2:Managers as Decision Makers Presenter: Rachel Tan

11. 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

12. 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

13. 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

14. 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

15. 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

16. Step 5: Analyzing alternatives Each alternative is evaluated against the criteria Examples of alternatives: Paper Tape Paper napkin

17. 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

18. 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

19. Step 8:Evaluating decision effectiveness Evaluating the outcome or result of the decision to see if the problem has been resolved Unwrapping the layers

20. Learning Objective 3:Managing Teams Presenter: BernardetteHeng

21. 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

22. 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

23. 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

24. 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

25. 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

26. Learning Objective 4:Managing Teams Presenter: Ratna Mas Ayu

27. 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

28. 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

29. 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

30. 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

31. 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

32. Secondary Research:Good Organisational Management Presenter: Nicholas Ho

33. 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/

34. 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

35. Secondary Research:Bad Organisational Management Presenter: Nicholas Ho

36. 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 http://findarticles.com/p/articles/mi_m1272/is_2675_130/ai_77400386/

37. 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 http://findarticles.com/p/articles/mi_m1272/is_2675_130/ai_77400384/

38. Conclusion & Q&A All members will assist in answering any queries from the floor.