This document discusses problems of organizational goals and direction from behavioral and rational choice perspectives. It argues that goals serve both as incentives and as direction, and that problems arise from evaluating performance against multiple, potentially conflicting goals. Goals simplify decision-making but can focus attention on a limited set of dimensions. Organizations mediate between market selection and individual activities, creating artificial selection environments.
In the age of speed, making decisions quickly is critical to project success. This presentation considers the decision making process, decision making styles, and how to focus and tailor discussions to arrive at meaningful decisions quickly.
The document describes different models of administrative decision making including the classical model, administrative model, incrementalism, mixed scanning approach, and garbage can theory. It contrasts the classical and administrative models, noting how the administrative model recognizes limitations in rationality due to bounded rationality and imperfect information. Incrementalism and mixed scanning are presented as alternatives that combine rational and incremental approaches. The role of intuition and various heuristics in decision making are also discussed.
This document provides an overview of communication, decision making, problem solving, and partnership/networking concepts for management. It discusses the importance of communication in management, types of communication, and effective listening and feedback. Decision making concepts covered include approaches, skills, factors influencing the process, and traps to avoid. Problem solving is described as a four step process of identifying the problem, generating alternatives, selecting a solution, and implementing/evaluating. Partnership and networking are defined as formal or informal arrangements to work towards a common goal, and the importance of establishing these relationships is discussed.
The document discusses managerial decision-making. It describes the decision-making process as involving identifying a problem, selecting alternatives, and evaluating the effectiveness of the decision. It notes that decision-making is the distinctive characteristic of managers and involves committing resources to strategic courses of action. The document also discusses approaches to decision-making like rationality and intuition, factors that influence decisions, and techniques for improving group decision-making like devil's advocacy and dialectical inquiry.
The document discusses:
1. Group members for a project.
2. Decision making as identifying and selecting a course of action to solve problems based on evaluating alternatives.
3. Key elements in decision making like time, human relationships, and nature of decisions.
4. Types of decisions like strategic, tactical, and operational.
5. Herbert Simon's categories of programmed and nonprogrammed decisions.
6. The rational model as a 4-step process for weighing alternatives and choosing the best option.
1) The document discusses the importance of establishing construct validity in serious games by ensuring the game measures what it intends to measure both theoretically and conceptually.
2) It provides examples of methods that can be used to establish construct validity such as cognitive ethnography, multi-trait multi-method analysis, and nomological networks.
3) The key is to design the game around testable hypotheses and use mixed methods like surveys, observations and institutional data both before and after playing to analyze outcomes and provide evidence of the game's impact.
The document discusses the decision making process for managers. It describes identifying a problem, determining decision criteria and assigning weights to criteria. Managers then develop alternatives, analyze them based on criteria, and select the highest scoring alternative. The document also discusses different types of problems, decisions, and decision making conditions and styles.
The document discusses decision making processes at various levels of organizations. It describes decision making as a conscious process aimed at choosing a course of action to achieve goals. Decisions can be made at the individual, group, or organizational level. Key aspects of decision making include intelligence gathering, design of alternatives, and choosing among options. Effective decision making balances rational analysis with intuition. While no single style is best, participative decision making is often effective. The document also discusses using utility analysis to evaluate the costs and benefits of human resources decisions.
In the age of speed, making decisions quickly is critical to project success. This presentation considers the decision making process, decision making styles, and how to focus and tailor discussions to arrive at meaningful decisions quickly.
The document describes different models of administrative decision making including the classical model, administrative model, incrementalism, mixed scanning approach, and garbage can theory. It contrasts the classical and administrative models, noting how the administrative model recognizes limitations in rationality due to bounded rationality and imperfect information. Incrementalism and mixed scanning are presented as alternatives that combine rational and incremental approaches. The role of intuition and various heuristics in decision making are also discussed.
This document provides an overview of communication, decision making, problem solving, and partnership/networking concepts for management. It discusses the importance of communication in management, types of communication, and effective listening and feedback. Decision making concepts covered include approaches, skills, factors influencing the process, and traps to avoid. Problem solving is described as a four step process of identifying the problem, generating alternatives, selecting a solution, and implementing/evaluating. Partnership and networking are defined as formal or informal arrangements to work towards a common goal, and the importance of establishing these relationships is discussed.
The document discusses managerial decision-making. It describes the decision-making process as involving identifying a problem, selecting alternatives, and evaluating the effectiveness of the decision. It notes that decision-making is the distinctive characteristic of managers and involves committing resources to strategic courses of action. The document also discusses approaches to decision-making like rationality and intuition, factors that influence decisions, and techniques for improving group decision-making like devil's advocacy and dialectical inquiry.
The document discusses:
1. Group members for a project.
2. Decision making as identifying and selecting a course of action to solve problems based on evaluating alternatives.
3. Key elements in decision making like time, human relationships, and nature of decisions.
4. Types of decisions like strategic, tactical, and operational.
5. Herbert Simon's categories of programmed and nonprogrammed decisions.
6. The rational model as a 4-step process for weighing alternatives and choosing the best option.
1) The document discusses the importance of establishing construct validity in serious games by ensuring the game measures what it intends to measure both theoretically and conceptually.
2) It provides examples of methods that can be used to establish construct validity such as cognitive ethnography, multi-trait multi-method analysis, and nomological networks.
3) The key is to design the game around testable hypotheses and use mixed methods like surveys, observations and institutional data both before and after playing to analyze outcomes and provide evidence of the game's impact.
The document discusses the decision making process for managers. It describes identifying a problem, determining decision criteria and assigning weights to criteria. Managers then develop alternatives, analyze them based on criteria, and select the highest scoring alternative. The document also discusses different types of problems, decisions, and decision making conditions and styles.
The document discusses decision making processes at various levels of organizations. It describes decision making as a conscious process aimed at choosing a course of action to achieve goals. Decisions can be made at the individual, group, or organizational level. Key aspects of decision making include intelligence gathering, design of alternatives, and choosing among options. Effective decision making balances rational analysis with intuition. While no single style is best, participative decision making is often effective. The document also discusses using utility analysis to evaluate the costs and benefits of human resources decisions.
This document discusses decision making processes. It defines decision making as selecting a logical choice from available options. There are different types of decisions including programmed decisions which follow standard routines, non-programmed decisions which are non-routine, strategic decisions which determine company goals and objectives, tactical decisions which implement strategies, and operational decisions made by junior managers. The decision making process involves identifying problems, gathering information, establishing criteria, evaluating alternatives, implementing decisions, and learning from feedback. Managerial functions like planning, organizing, directing and controlling are guided by decisions.
Modern leadership requires integrative thinking to make complex choices. Integrative thinkers embrace complexity, tolerate uncertainty, and manage tensions to find creative solutions. Choices involve many interrelated elements and consequences, making them difficult to predict and resolve through a simple sequential process. True integrative thinking involves considering all relevant variables, understanding their interconnections, and dynamically revising choices to maintain internal consistency as conditions change. This heuristic process of integrative choice making cascades from higher-order choices that set the context for lower-order choices in an iterative and flexible manner.
Modern leadership requires integrative thinking to address complex problems with uncertain solutions. Integrative thinking involves a four-step process: 1) determining salience by embracing complexity rather than reducing variables, 2) mapping causal relationships between variables, 3) sequencing consideration of variables while maintaining awareness of interrelationships, and 4) managing tensions creatively rather than seeing trade-offs as unavoidable compromises. This heuristic process allows leaders to make robust choices amid ambiguity and change.
This document discusses decision-making in organizations. It begins by defining decision-making as making choices between two or more alternatives. It then outlines the importance of decision-making for organizations. The document also covers various theories of decision-making, types of decisions, the decision-making process, tools and techniques to improve decision-making, and biases that can negatively impact decisions. It concludes by emphasizing that sound decision-making is important and that the process needs continual improvement through the use of various decision-making models, tools, and awareness of cognitive biases.
DECISION MAKING
Individual decision making
Decision –making is the “selection of a course of action from among alternatives; it is the core of planning.” - Koontz and Weihrich
Decision-making means selecting a course of action out of alternative courses to solve a problem. Decisions may be major or minor, strategic or operational, long-term or short-term. They are made for each functional area at each level. The importance of decisions, however, varies at each level.
Decision making is a modest attempt to match environmental opportunities with organisation’s strengths. It is based on forecasts and assumptions about environmental factors.
FEATURES OF DECISION MAKING
Identify the Problem
Diagnose the Problem
Establish Objectives
Collect Information
Generate Alternatives
Evaluate Alternatives
Select the Alternatives
Implement the Alternative
Monitor the Implementation
TYPES OF DECISIONS
TECHNIQUES OF DECISION MAKING
Linear programming
Simulation
Probability theory
Decision tree
Queuing theory
Gaming theory
Network theory
Modern techniques for making programmed decisions:
Creative Techniques
i. Brainstorming
ii. Nominal Group Technique
1. This document discusses decision support systems and business intelligence. It introduces the business pressures-responses-support model and explains how computerized support helps organizations respond quickly to changing business environments.
2. Managerial decision making is described as a complex process affected by environmental factors. Computerized decision support systems can help by providing speedy computations, improved communication and increased productivity.
3. The steps of the decision making process are outlined as intelligence, design, choice, and implementation phases. Early frameworks for computerized decision support categorize decisions and control as structured, semi-structured, or unstructured.
This document discusses various models of consumer behaviour, including traditional and contemporary models. It provides an overview of several key models:
1. Maslow's Hierarchy of Needs, the Hierarchy of Effects model, and other traditional models from economics that focused on purchasing behavior.
2. More contemporary models are examined, including the Nicosia model, Howard-Sheth model, and Engel-Blackwell-Kollat model. These models attempt to incorporate additional psychological factors.
3. However, all models are simplifications and have limitations. Contemporary models in particular contain many variables that are not well-defined. The models also make assumptions that may not apply to all consumers or purchase situations. Validation
A Case Study on the Use of Developmental Evaluation for Navigating Uncertain...Chi Yan Lam
This document provides an overview of developmental evaluation, which aims to support social innovation in complex environments. It discusses how a developmental evaluator works collaboratively with innovators to conceptualize, design, and test new approaches through an ongoing process of adaptation. The evaluator helps elucidate the innovation process, track implications and results, and facilitate real-time decision making. Complexity concepts are important to developmental evaluation. The case study presented examines how developmental evaluation can support innovation from the initial stages.
The document discusses perception and individual decision making, outlining factors that influence perception like attribution theory and biases, and examining assumptions and steps in rational decision making compared to how decisions are actually made, which involves bounded rationality and common biases. Intuition is also discussed as an unconscious decision making process based on distilled experience that is more useful under conditions of high uncertainty.
This chapter discusses perception and individual decision making. It defines perception as how individuals organize and interpret sensory impressions to make meaning of their environment. People's behavior is based on their perceptions, not objective reality. The chapter also examines factors that influence perception, such as attribution theory and biases. It then discusses the rational decision making model and how decisions are actually made, noting limitations like bounded rationality. Common biases in decision making are explored, along with ways to potentially improve the decision making process.
MBAA/NAMS 2013 paper presentation, "CEO Decision Making Challenges in a Stressful Environment: A Delphi Study." Bill Minnis, Eastern Illinois University and William Wilhelm, Indiana State University
2012 EES Peace Precarious Workshop full slidesseaelkins
This document discusses monitoring and evaluation (M&E) for development projects in peace precarious situations. It begins with an agenda that includes strategic contingency approaches, case studies, and lessons learned. Normal development is defined in contrast to peace precarious development, which occurs in contexts of ongoing power disputes and instability. Key aspects for M&E in these situations include volatility, variability of parameters, and complexity of stakeholders. A workshop discussion focuses on specific cases in Afghanistan and Guinea and challenges of developing theories of change, measurement, and information use in volatile contexts. The document concludes by discussing gaps in understanding these contexts and strategies for designing useful M&E to manage expectations and validate results given limitations.
Technologies and Innovation – Decision MakingLee Schlenker
This document discusses digital technologies and innovation in decision-making. It covers several topics:
- The building blocks of algorithms and how they are improving productivity through reinforced learning and predictive analytics.
- Different types of decisions individuals, groups and organizations face ranging from programmed to non-programmed to knowledge-based decisions.
- Models for thinking including System 1 fast thinking vs System 2 slow thinking, and simple, complicated vs complex domains.
- The benefits and limitations of using models to make decisions. Common causes for poor decision-making include not understanding what is being measured or the measurement methods.
- Different types of machine learning including supervised, unsupervised, semi-supervised and reinforcement learning and examples of
This document provides an overview of the module "Strategic Systems Thinking". It discusses key concepts that will be explored, including strategic thinking, systems thinking, and dealing with uncertainty. The module contains two parts: 1) strategic systems, covering strategy, systems thinking, and strategic thinking in practice; and 2) strategic knowledge, including knowledge management and communities of practice. Students will complete two assessment assignments, one due in week 4 and one in week 8. The document emphasizes that strategy involves understanding complex situations rather than simple problems, and examining relationships rather than individual functions. It also notes that the nature of strategy and strategic management has evolved over time.
The document discusses various aspects of management decision-making including what management is, the importance of decision-making in management, characteristics of decision-making, approaches to decision-making including normative and descriptive analyses, models of decision-making including classical, administrative and political models, techniques for improving decision-making, and guidelines for making decisions more effective. It also provides a practical test on decision-making skills.
Creativity and generating business ideas, 8th august 2010 by rajiv tandonthenetworkcampus
Ideation and generating business ideas involves coming up with new ideas through various logical and intuitive methods. The document discusses innovation as implementing ideas to create change. It outlines sources of new ideas such as users, improvements, trends, and technology. Both logical and intuitive ideation methods are presented, including brainstorming, role playing, analogies, and different worlds. The key is to generate many ideas initially without criticism before selecting the most promising "key ideas" to evaluate and potentially implement.
Based partially on Bryson (2011), this is the first class for the Siena Heights Graduate College LDR 660 Strategic Planning class I teach at Lake Michigan College.
Embedding Sustainability into Strategy I: A source of business opportunity un...Miles Weaver
Exploring business strategy and sustainability from a traditional strategic management lens. Lecture delivered to Edinburgh Napier Business School students in 2013.
The document summarizes research on the impact of mood on accounting decisions and judgments. It discusses how positive and negative moods can influence risk assessments, ethical decisions, and judgment consensus. A variety of accounting tasks and experiments are described that aim to better understand how mood mediates cognitive processing and decision-making.
This document discusses decision making processes. It defines decision making as selecting a logical choice from available options. There are different types of decisions including programmed decisions which follow standard routines, non-programmed decisions which are non-routine, strategic decisions which determine company goals and objectives, tactical decisions which implement strategies, and operational decisions made by junior managers. The decision making process involves identifying problems, gathering information, establishing criteria, evaluating alternatives, implementing decisions, and learning from feedback. Managerial functions like planning, organizing, directing and controlling are guided by decisions.
Modern leadership requires integrative thinking to make complex choices. Integrative thinkers embrace complexity, tolerate uncertainty, and manage tensions to find creative solutions. Choices involve many interrelated elements and consequences, making them difficult to predict and resolve through a simple sequential process. True integrative thinking involves considering all relevant variables, understanding their interconnections, and dynamically revising choices to maintain internal consistency as conditions change. This heuristic process of integrative choice making cascades from higher-order choices that set the context for lower-order choices in an iterative and flexible manner.
Modern leadership requires integrative thinking to address complex problems with uncertain solutions. Integrative thinking involves a four-step process: 1) determining salience by embracing complexity rather than reducing variables, 2) mapping causal relationships between variables, 3) sequencing consideration of variables while maintaining awareness of interrelationships, and 4) managing tensions creatively rather than seeing trade-offs as unavoidable compromises. This heuristic process allows leaders to make robust choices amid ambiguity and change.
This document discusses decision-making in organizations. It begins by defining decision-making as making choices between two or more alternatives. It then outlines the importance of decision-making for organizations. The document also covers various theories of decision-making, types of decisions, the decision-making process, tools and techniques to improve decision-making, and biases that can negatively impact decisions. It concludes by emphasizing that sound decision-making is important and that the process needs continual improvement through the use of various decision-making models, tools, and awareness of cognitive biases.
DECISION MAKING
Individual decision making
Decision –making is the “selection of a course of action from among alternatives; it is the core of planning.” - Koontz and Weihrich
Decision-making means selecting a course of action out of alternative courses to solve a problem. Decisions may be major or minor, strategic or operational, long-term or short-term. They are made for each functional area at each level. The importance of decisions, however, varies at each level.
Decision making is a modest attempt to match environmental opportunities with organisation’s strengths. It is based on forecasts and assumptions about environmental factors.
FEATURES OF DECISION MAKING
Identify the Problem
Diagnose the Problem
Establish Objectives
Collect Information
Generate Alternatives
Evaluate Alternatives
Select the Alternatives
Implement the Alternative
Monitor the Implementation
TYPES OF DECISIONS
TECHNIQUES OF DECISION MAKING
Linear programming
Simulation
Probability theory
Decision tree
Queuing theory
Gaming theory
Network theory
Modern techniques for making programmed decisions:
Creative Techniques
i. Brainstorming
ii. Nominal Group Technique
1. This document discusses decision support systems and business intelligence. It introduces the business pressures-responses-support model and explains how computerized support helps organizations respond quickly to changing business environments.
2. Managerial decision making is described as a complex process affected by environmental factors. Computerized decision support systems can help by providing speedy computations, improved communication and increased productivity.
3. The steps of the decision making process are outlined as intelligence, design, choice, and implementation phases. Early frameworks for computerized decision support categorize decisions and control as structured, semi-structured, or unstructured.
This document discusses various models of consumer behaviour, including traditional and contemporary models. It provides an overview of several key models:
1. Maslow's Hierarchy of Needs, the Hierarchy of Effects model, and other traditional models from economics that focused on purchasing behavior.
2. More contemporary models are examined, including the Nicosia model, Howard-Sheth model, and Engel-Blackwell-Kollat model. These models attempt to incorporate additional psychological factors.
3. However, all models are simplifications and have limitations. Contemporary models in particular contain many variables that are not well-defined. The models also make assumptions that may not apply to all consumers or purchase situations. Validation
A Case Study on the Use of Developmental Evaluation for Navigating Uncertain...Chi Yan Lam
This document provides an overview of developmental evaluation, which aims to support social innovation in complex environments. It discusses how a developmental evaluator works collaboratively with innovators to conceptualize, design, and test new approaches through an ongoing process of adaptation. The evaluator helps elucidate the innovation process, track implications and results, and facilitate real-time decision making. Complexity concepts are important to developmental evaluation. The case study presented examines how developmental evaluation can support innovation from the initial stages.
The document discusses perception and individual decision making, outlining factors that influence perception like attribution theory and biases, and examining assumptions and steps in rational decision making compared to how decisions are actually made, which involves bounded rationality and common biases. Intuition is also discussed as an unconscious decision making process based on distilled experience that is more useful under conditions of high uncertainty.
This chapter discusses perception and individual decision making. It defines perception as how individuals organize and interpret sensory impressions to make meaning of their environment. People's behavior is based on their perceptions, not objective reality. The chapter also examines factors that influence perception, such as attribution theory and biases. It then discusses the rational decision making model and how decisions are actually made, noting limitations like bounded rationality. Common biases in decision making are explored, along with ways to potentially improve the decision making process.
MBAA/NAMS 2013 paper presentation, "CEO Decision Making Challenges in a Stressful Environment: A Delphi Study." Bill Minnis, Eastern Illinois University and William Wilhelm, Indiana State University
2012 EES Peace Precarious Workshop full slidesseaelkins
This document discusses monitoring and evaluation (M&E) for development projects in peace precarious situations. It begins with an agenda that includes strategic contingency approaches, case studies, and lessons learned. Normal development is defined in contrast to peace precarious development, which occurs in contexts of ongoing power disputes and instability. Key aspects for M&E in these situations include volatility, variability of parameters, and complexity of stakeholders. A workshop discussion focuses on specific cases in Afghanistan and Guinea and challenges of developing theories of change, measurement, and information use in volatile contexts. The document concludes by discussing gaps in understanding these contexts and strategies for designing useful M&E to manage expectations and validate results given limitations.
Technologies and Innovation – Decision MakingLee Schlenker
This document discusses digital technologies and innovation in decision-making. It covers several topics:
- The building blocks of algorithms and how they are improving productivity through reinforced learning and predictive analytics.
- Different types of decisions individuals, groups and organizations face ranging from programmed to non-programmed to knowledge-based decisions.
- Models for thinking including System 1 fast thinking vs System 2 slow thinking, and simple, complicated vs complex domains.
- The benefits and limitations of using models to make decisions. Common causes for poor decision-making include not understanding what is being measured or the measurement methods.
- Different types of machine learning including supervised, unsupervised, semi-supervised and reinforcement learning and examples of
This document provides an overview of the module "Strategic Systems Thinking". It discusses key concepts that will be explored, including strategic thinking, systems thinking, and dealing with uncertainty. The module contains two parts: 1) strategic systems, covering strategy, systems thinking, and strategic thinking in practice; and 2) strategic knowledge, including knowledge management and communities of practice. Students will complete two assessment assignments, one due in week 4 and one in week 8. The document emphasizes that strategy involves understanding complex situations rather than simple problems, and examining relationships rather than individual functions. It also notes that the nature of strategy and strategic management has evolved over time.
The document discusses various aspects of management decision-making including what management is, the importance of decision-making in management, characteristics of decision-making, approaches to decision-making including normative and descriptive analyses, models of decision-making including classical, administrative and political models, techniques for improving decision-making, and guidelines for making decisions more effective. It also provides a practical test on decision-making skills.
Creativity and generating business ideas, 8th august 2010 by rajiv tandonthenetworkcampus
Ideation and generating business ideas involves coming up with new ideas through various logical and intuitive methods. The document discusses innovation as implementing ideas to create change. It outlines sources of new ideas such as users, improvements, trends, and technology. Both logical and intuitive ideation methods are presented, including brainstorming, role playing, analogies, and different worlds. The key is to generate many ideas initially without criticism before selecting the most promising "key ideas" to evaluate and potentially implement.
Based partially on Bryson (2011), this is the first class for the Siena Heights Graduate College LDR 660 Strategic Planning class I teach at Lake Michigan College.
Embedding Sustainability into Strategy I: A source of business opportunity un...Miles Weaver
Exploring business strategy and sustainability from a traditional strategic management lens. Lecture delivered to Edinburgh Napier Business School students in 2013.
The document summarizes research on the impact of mood on accounting decisions and judgments. It discusses how positive and negative moods can influence risk assessments, ethical decisions, and judgment consensus. A variety of accounting tasks and experiments are described that aim to better understand how mood mediates cognitive processing and decision-making.
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We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
The document discusses various models and aspects of individual and group decision making. It covers:
1) Rational and nonrational models of decision making, including bounded rationality and satisficing.
2) Biases that can affect decision making such as availability heuristic, confirmation bias, and framing bias.
3) Factors that can improve decision making like tacit and explicit knowledge, decision making styles, and group problem solving techniques.
The document discusses the managerial value of business research. It defines research and different types including basic and applied business research. Business research is important as it facilitates identifying issues, gathering relevant information, and analyzing data to help decision-making. Research reduces uncertainty and improves decision-making by providing information to identify problems, diagnose issues, select and implement solutions, and evaluate actions. The quality of decisions depends on the quality of research information.
Evaluating impact of humanitarian action: a science or an art (Jo Puri, 3iE)ALNAP
This document discusses impact evaluations in humanitarian assistance. It notes that humanitarian interventions are complex to evaluate due to factors like selection bias, fragile states, concurrent interventions, and lack of baseline data. Some key points made include:
- Impact evaluations are needed to understand what works in humanitarian assistance and improve accountability.
- Methodologies must account for heterogeneity among affected populations and emergencies.
- The Pakistan 2005 earthquake response provides an example where impact evaluations could have better informed recovery efforts.
- Collecting baseline data immediately after emergencies and designing interventions for staged rollouts can help establish stronger counterfactuals for impact evaluations.
Similar to Dan Levinthal 2010 OMT Division Distinguished Scholar (20)
2020 business meeting slides v12 (with farewell)OMT Division
The 2020 OMT Business Meeting agenda included:
1) A division chair report on new officers, initiatives, finances, membership, and communications
2) Conference reports from the PDW, event, and program chairs
3) Presentation of awards including the Trailblazer and Best Published Paper awards
4) Farewells and an artifact social hour
The meeting highlighted the division's response to the COVID-19 pandemic through innovative virtual programming like "Thursdays with OMT" and online mentoring sessions. The financial overview showed lower sponsorship revenues but also reduced expenses due to the virtual conference format. Membership and program participation rates were reported.
2019 business meeting slides final (with farewell)OMT Division
This document provides an agenda for the 2019 OMT Business Meeting. It includes welcome and introductions, division chair reports on finances, membership, communications, and new initiatives. Award winners are recognized for the RRBM Award, Distinguished Educator Award, and Best Published OMT Paper. The agenda also includes conference reports, responsible research standards, farewells, and plans for an after party social event.
The agenda for the 2018 OMT Business Meeting covered several topics:
1. The chair's report on membership, new volunteers, and other news
2. Reports from the conference on PDWs, events, and the program/awards
3. Presentation of the Trailblazer Award and Best Published OMT Paper Award
4. Farewells to outgoing members
5. Plans for an artifact social hour and after party
The summary provides a high-level overview of the key agenda items and events at the OMT Business Meeting.
The document provides an agenda and reports for the 2017 OMT Business Meeting. Key points include:
- Membership in OMT continues to grow with over 4,100 members from over 50 countries.
- OMT sponsors more PDWs than any other division and had a strong program with over 34 thematic sessions.
- An "Off-Program Program" was initiated in previous years and expanded, including social events and networking.
- Several awards were announced, including best paper awards for students, environmental/social practices, international, and entrepreneurship papers.
- Updates were provided on collaboration with EGOS and international paper development workshops.
The OMT business meeting agenda covered welcoming remarks, division chair reports on membership trends and award winners, and farewells. The division chair reported that OMT has over 4,000 members, including over 1,000 students. Members have won prestigious awards. New officers were welcomed. International collaboration with groups like EGOS was discussed. The research committee recognized award winners for best papers.
OMT Distinguished Scholar 2016 - John MeyerOMT Division
This document discusses the institutionalization of organizations and prospects for the future. It begins with an introduction by John Meyer from Stanford University's sociology department. It then provides several charts and tables analyzing data on topics like world higher education enrollment, occupational structures, the expansion of professions and organizations, and the effects of education on economic development. Finally, it outlines the administrative structure of Stanford University with the various deans, vice provosts, and other administrators that report to the Provost.
The OMT Business Meeting agenda covered various division updates and awards. Key items included a division chair report on membership growth, internationalization, and award wins. There were also conference reports on record setting PDW and program submissions. Awards were announced for best papers, symposia, and the distinguished educator award went to Henry Mintzberg. New officers and committees were welcomed and there was a social hour to conclude the meeting.
This document provides advice for academics on balancing productivity and creativity in publishing research. It recommends developing a portfolio of research projects at different stages and partnering with other researchers. It also stresses the importance of defining audiences through categories, disciplines and theories to guide work. Project management techniques like establishing milestones and assessing progress are suggested to optimize publishing output over time. Respecting academic norms and traditions while also thinking boldly is presented as key to successful publishing.
Mark Mizruchi provides advice for job applicants on the academic job market from the perspective of search committees. He explains that all applications are read and rated, with the top 10-20 becoming shortlisted candidates and the top 3-4 being invited for campus interviews. While contacts may help, demonstrated talent and accomplishments matter most in the evaluation. Mizruchi provides tips for strengthening applications through research and teaching statements and practice interviews. He emphasizes preparing thoroughly for interviews and one-on-one meetings with faculty while remaining professional. Ultimately, the quality of one's work is the most important factor for success on the academic job market.
The document discusses publishing academic papers and provides several models of the publication process. It notes that getting published involves more than just writing and submitting a paper, as authors must consider their contribution, the target journal, its intellectual base, and engaging the right conversation. It also stresses seeking feedback from advisors, colleagues, and conferences. The document includes examples of publication models like the basic model involving initial submission, revision, and eventual acceptance, as well as more complex models combining elements like collaboration issues or endless revisions.
Russell J. Funk discusses some practical challenges of managing a research pipeline as an assistant professor. He outlines four main challenges: 1) Remembering what you've done over long research projects, and developing good documentation habits. 2) Staying efficient as your time is limited by learning new software tools. 3) Staying at the frontier of your field by continuously learning. 4) Avoiding a clogged pipeline by focusing on a few complementary projects and minimizing switching costs between projects. He provides examples from his own research experiences to illustrate tackling these challenges.
This document outlines the job market process for academics from entering the market to receiving offers. It discusses creating application materials like a cover letter, CV, research and teaching statements, and job paper. It also covers attending conferences like AOM for interviews, preparing for fly-outs which include practice job talks and faculty interviews, and receiving and responding to offers. The process takes place between May and March with applications submitted from September to December and fly-outs occurring from November to February.
The Organization and Management Theory (OMT) Division has been renewed for another five years based on their review. The review identified strengths like a high proportion of international members and perceived quality of scholarship. Concerns included declining membership, especially US and student members, and reduced member engagement. OMT is taking steps like new initiatives to increase involvement and securing sponsorships. Recommendations include developing metrics to measure goals, exploring opportunities for networking outside conferences, and creating more roles for students to strengthen engagement.
The document provides a summary of the Organization and Management Theory (OMT) Division's 5-year review in 2015. Key findings from the member survey show that OMT members value the division for its emphasis on research and social connections. While generally satisfied, members see opportunities to improve mentoring, collaboration outside conferences, and activities for doctoral students and junior faculty. The review recommends improving communication, enhancing value through more workshops and events, becoming more international, and addressing needs of different membership groups.
Royston Greenwood was named the 2014 Distinguished Scholar by the Organization and Management Theory Division of the Academy of Management. He gave this presentation on the occasion of his award, August 4, 2014, in Philadelphia, PA.
Royston is the Telus Professor of Strategic Management at the University of Alberta School of Business.
Since 1980, the Organization and Management Theory Division has been presenting the Distinguished Scholar Award to scholars whose contributions have been central to the intellectual development of the field of organization studies.
The Distinguished Scholar Award and Breakfast was sponsored in part by the Boston College Carroll School of Management and Oxford University Press.
http://omtweb.org/omt-blog/53-main/568-2014-distinguished-scholar-announced
The document summarizes the agenda for an OMT Business Meeting. It discusses the division chair report, highlighting OMT's large and international membership and influential scholarship. Awards were given for best papers and trailblazing researchers. The division is working to expand international collaborations and paper development workshops. OMT continues to be a vibrant, generative, and internationally recognized community for organization theory scholarship.
Ed Zajac 2013 OMT Division Distinguished Scholar TalkOMT Division
Ed Zajac was named the 2013 Distinguished Scholar by the Organization and Management Theory Division of the Academy of Management. He gave this presentation on the occasion of his award, August 12, 20123, in Lake Buena Vista (Orlando), Florida.
Ed is the James F. Bere Professor of Management & Organizations, and Chair of the Management & Organizations Department at Northwestern University's Kellogg School of Management. He earned his Ph.D. in organization and strategy at the Wharton School, University of Pennsylvania in 1986.
Since 1980, the Organization and Management Theory Division has been presenting the Distinguished Scholar Award to scholars whose contributions have been central to the intellectual development of the field of organization studies.
The Distinguished Scholar Award and Breakfast was sponsored in part by the Boston College Carroll School of Management.
A Pecha Kucha About Social EvaluationsOMT Division
This document provides an overview of a proposed Pecha Kucha session on social evaluations at an Academy of Management conference. The session would feature brief presentations on concepts like legitimacy, reputation, celebrity, and stigma. It would begin with introductory presentations by emerging scholars on key concepts. Then 18 people would each have 5 minutes to present new work, with 12 slots reserved for junior scholars. Four senior scholars would provide commentary after all presentations. The goal is to provide a forum for developing new ideas and relationships among scholars interested in social evaluations research.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
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popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
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The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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Dan Levinthal 2010 OMT Division Distinguished Scholar
1. Revisiting the Problem of
Organizational Goals: From Problems
of Motivation to Problems of Direction
Daniel Levinthal
Wharton School, University of Pennsylvania