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Organisational Management: Objectives & Case Studies


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This project talks more about the different objectives in group decision-making & managing teams.

The slides also touched on case studies of good & bad organisational manangement & how they can be applied

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Organisational Management: Objectives & Case Studies

  1. 1. Organisational Management<br />Straw Nest Group Presentation<br />
  2. 2. Overview<br />OM: Straw Nest Group Presentation<br />
  3. 3. Overview<br />Learning Objectives<br />Managers as Decision Makers<br />Techniques of group decision-making<br />Steps in decision-making process<br />Managing Teams<br />Characteristics of creating effective teams<br />Different types of work teams in unique situations<br />Secondary Research<br />Good Organisational Management<br />Bad Organisational Management<br />
  4. 4. Learning Objective 1:Managers as Decision Makers<br />Presenter: Muhd Firdianshah<br />
  5. 5. Managers as Decision Makers<br />OBJECTIVE 1:<br />What are the different techniques in group decision making?<br />Brainstorming<br />Nominal Group Technique<br />Electronic Meetings via New Media<br />
  6. 6. Brainstorming<br />Limitless brainstorming before categorising<br />Ensures no boundaries in information gathering & discussions<br />“Verbal diarrhoea” effect<br />Might not be useful for groups & members that prefer structure & sequential flows<br />Structural brainstorming<br />Boundaries are drawn before group members think of ideas<br />Helps members to think fully about idea<br />Useful for members who have not thought through points<br />Not useful for members who cannot think when limited by boundaries <br />
  7. 7. Nominal Group Technique<br />Group members presented with problem<br />Each member independently writes down ideas on problem<br />Each member presents one idea to group until all ideas have been presented<br />No discussion until all ideas have been presented<br />Useful for groups that are easily influenced by ANY ideas, good or bad<br />Not useful for groups that have similar ideals & bad negotiating skills <br />
  8. 8. Electronic Meetings via New Media<br />MSN<br />Typed group conversational chats help members save time & hassle of meeting up if schedules do not permit<br />Members are not as focused & can sidetrack very frequently, leading to lack of progress in group discussions<br />Oovoo & Skype<br />Video & audio group conversational chats facilitate better communication due to interaction of more senses<br />Lack of fast & strong Internet access can lead to slow-loading chats which can be frustrating & can lead to lack of progress & easier sidetracking<br />
  9. 9. Electronic Meetings via New Media<br />Facebook<br />Status updates can be tagged to discuss project meetings openly<br />For more daring & brave groups that prefer openness in discussions<br />Live chat function retains MSN capability & advantages<br />Sidetracking is possible if student’s main function of Facebook is for socialising purposes<br />Won’t take discussions seriously<br />Group discussions can’t be held due to limitations<br />
  10. 10. Learning Objective 2:Managers as Decision Makers<br />Presenter: Rachel Tan<br />
  11. 11. Managers as Decision Makers<br />OBJECTIVE 2:<br />How do we follow through the decision-making process to achieve our goals?<br />Identifying problem<br />Identifying decision criteria<br />Allocating weights to criteria<br />Developing alternatives<br />Analysing alternatives<br />Selecting alternative<br />Implementing alternative<br />Evaluating decision effectiveness<br />
  12. 12. Step 1: Identifying a problem<br />An obstacle that makes achieving a desired goal or purpose difficult<br />3 characteristics of problem<br />Awareness of discrepancy <br />Pressure to act <br />Having resources to take action <br />
  13. 13. Step 2: Identifying decision criteria <br />Criteria that define what’s important or relevant in resolving a problem<br />Examples of decision criteria:<br />Which material would better cushion the egg from the fall<br />Most efficient way of building the structure to protect the egg (time factor)<br />The best way to make use of the materials given to us<br />
  14. 14. Step 3:Allocating weights to the criteria <br />Weighing the items to give them the correct priority in the decision<br />weighed priority of items provided to protect the egg<br />
  15. 15. Step 4: Developing alternatives<br />List the viable alternatives that could resolve the problem<br />Insert egg into balloon<br />Focus sticking materials on one side of the egg<br />Wrap the egg all around <br />
  16. 16. Step 5: Analyzing alternatives<br />Each alternative is evaluated against the criteria<br />Examples of alternatives:<br />Paper<br />Tape<br />Paper napkin<br />
  17. 17. Step 6: Selecting an alternative<br />All criteria weighted and alternatives analysed  choose the alternative that generated the highest total in step 5<br />Paper<br />Straws<br />Balloon<br />Tape<br />Paper napkin<br />
  18. 18. Step 7: Implementing the alternative<br />Putting the decision into action by conveying it to those affected and getting their commitment to it<br />Crush all materials together to wrap the egg<br />
  19. 19. Step 8:Evaluating decision effectiveness<br />Evaluating the outcome or result of the decision to see if the problem has been resolved <br />Unwrapping the layers<br />
  20. 20. Learning Objective 3:Managing Teams<br />Presenter: BernardetteHeng<br />
  21. 21. Managing Teams<br />OBJECTIVE 3:<br />What are the unique characteristics of creating effective teams?<br />Good communication skills<br />Define outcomes & facilitate work<br />Establish clear & compelling direction<br />Provide team & individual development<br />
  22. 22. Good Communication Skills<br />Understand each other<br />Understand objectives better<br />Facilitate smoother & easier exchange of information & interaction with one another<br />Communication on the same wavelength facilitates bonding & tighter communication<br />Dependent on group culture<br />
  23. 23. Define Outcomes & Facilitate Work<br />Leader sets outcomes and provide the team with goals to get there <br />Do your group members have the materials and references to support them in achieving the expected results? <br />Do they know how to get help from other team members?<br />Let team members use their own style to deliver the outcome or result<br />Recognise both individual and team accomplishments <br />
  24. 24. Establish Clear & Compelling Direction<br />Leaders of effective teams communicate a vision to the team rather than assume that the team shares it <br />If the leader does not do this, all the members will rush to fulfill their own individual goals <br />These individual goals do not add to the interdependent goals<br />Interdependent goals: aims that need two or more people to rely on each other to accomplish<br />Such goals can further a team’s collective objectives<br />
  25. 25. Team & Individual Development<br />Review team performance openly<br />Discussing how the team is doing<br />What it is doing well<br />What it is doing poorly<br />What have members learnt<br />Reflect on individual performance<br />Highlight achievements in team<br />Never judge someone’s mistakes openly<br />Recognise mistakes but leave action plan up to person<br />Recognise member’s maturity level <br />
  26. 26. Learning Objective 4:Managing Teams<br />Presenter: Ratna Mas Ayu<br />
  27. 27. Managing Teams<br />OBJECTIVE 4:<br />How are different types of work teams employed based on different situations?<br />Problem-solving team<br />Self-managed work team<br />Cross-functional team<br />Virtual team<br />
  28. 28. Problem-Solving Team<br />Involved in efforts to improve work activities/solve specific problems<br />From same department/functional area<br />All employment sectors/situations need them<br />Problem-solvers help to identify complicated & difficult situations & solve them effectively<br />Thinking out-of-the-box & providing unique solutions<br />Observant, keen eye to spot potential flaws<br />
  29. 29. Self-managed Work Team<br />Operates without a manager<br />Responsible for complete work process/segment<br />Benefits:<br />Greater flexibility<br />Improved quality, productivity and service<br />Faster response to technological change<br />Fewer, simpler job classifications<br />Better response to workers' values<br />Increased employee commitment to the organization<br />Ability to attract and retain the best people <br />
  30. 30. Cross-Functional Team<br />A work team composed of individuals from various specialties<br />Associated with:<br />More creative solutions<br />Better quality decisions<br />Increased organizational effectiveness<br />Lower turnover rates among treatment staff<br />Eg. 3M’s Industrial Specialties Division<br />American multinational conglomerate corporation<br />Manufacturing company <br />
  31. 31. Virtual Team<br />A type of work team that uses technology to link physically dispersed members in order to achieve a common goal<br />In today’s world, organizations increasingly conduct business in a virtual workspace<br />Employees are located in different countries/cities/venues in the same city<br />Eg. Nortel Networks Corporation<br />Conference with overseas countries<br />Virtual team structure makes it more easier and efficient for them to communicate with physically dispersed members using technology <br />
  32. 32. Secondary Research:Good Organisational Management<br />Presenter: Nicholas Ho<br />
  33. 33. Article #1: Succession Management <br />Managing & grooming employees to succeed executives<br />Building leadership ’bench strength’ across management<br />In straw nest project, succession management could have been employed if leader faltered in ensuring group did task efficiently & effectively<br />Leader could have asked someone else to take over if he/she has a better plan<br />Communicate change of leadership clearly to all members<br />More attention would be given to new leader <br /><br />
  34. 34. Article #2:Predictive v. Reactive Management<br />Predictive management: prevent problems before they arise<br />Reactive management: solves many problems in first place<br />Predictive management is better<br />In straw nest project, should have had more predictive management<br />Reactive management can be messy when not handled with properly<br /><br />
  35. 35. Secondary Research:Bad Organisational Management<br />Presenter: Nicholas Ho<br />
  36. 36. Article #3: Cynical Employees<br />Issues related to bad management related to employee cynicism rather than employees’ personality traits – survey, Ohio State University<br />Showed lower commitment levels<br />Less likely to believe good work would be rewarded<br />Straw nest project did not suffer from cynical group members<br />Members trusted leadership & were committed to task at hand<br />Personality traits accounted very little for group cohesion<br /><br />
  37. 37. Article #4: Employees’ Pay Increases More Than Executives’ Pay<br />Retaining key talent across companies is more important than retaining top executives – survey, WorldAtWork<br />Retention aspects reaching all levels i.e. compensation, benefits, total rewards etc.<br />In straw nest project, group members mattered more than leaders<br />Group members were integral part of carrying task at hand well<br />Leaders could always be reselected & regroomed<br />No group members = no task completion <br /><br />
  38. 38. Conclusion & Q&A<br />All members will assist in answering any queries from the floor.<br />