Human Rationality.pdf
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Human rationality can be viewed through two lenses: classical economics sees humans as fundamentally rational actors who seek to maximize utility, while behavioral theory sees humans as imperfectly rational with inconsistent and unstable preferences. When making decisions, humans pursue actions appropriate to their identity and past experiences due to limited cognitive abilities and restricted knowledge. In a social context, humans share past experiences and perceptions of appropriate behavior.
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organizational change part II.pdf
Three key properties define how organizations change:
1. Problematic Preferences - Organizations are made up of people with different preferences and interests that create internal conflicts during change processes.
2. Unclear Technology - The implementation of new technologies in organizations relies on a limited number of individuals, leading to a lack of shared information across the organization.
3. Fluid Participation - Decision makers and participants in organizations change frequently, reducing teamwork and knowledge sharing during changes. As a result, organizational change is a self-organizing process surrounded by knowledge loss and internal political conflicts over differing interests and preferences.
organizational learning and Change management.pdf
Organizations need to learn new ways of doing things in order to implement both radical and incremental change. While learning occurs in individuals, organizations can create processes and environments to facilitate learning at the organizational level. These include acquiring relevant knowledge, internalizing new knowledge through changing behaviors and norms, and socializing knowledge through collaborative sensemaking and storytelling. Organizational learning processes, combined with supportive leadership and design, allow organizations to successfully implement change by developing a shared understanding of new visions and strategies.
organizational design.pdf
Organizational designs can be mechanistic or organic. Mechanistic organizations have hierarchical structures, differentiated duties, and formal processes suited for stable environments. Organic organizations have more fluid, network structures capable of innovation in volatile environments. Other designs include simple, machine bureaucracy, adhocracy, and professional bureaucracy structures. An organization's type of decentralization, coordinating mechanisms, roles, and capabilities determine whether it prioritizes stability or agility. Managers can improve performance by adopting designs that fit their industry's contingencies.
organizational design enabler.pdf
This document discusses key aspects of organizational design including types of decentralization, coordination mechanisms, design configurations, and characteristics that impact organizational innovation. Some of the main characteristics discussed are formalization, stratification, complexity, requisite variety, slack, and emphasis on quality versus quantity in production. The document stresses that correctly identifying and applying these basic dimensions is important for organizational design.
organizational culture.pdf
Organizational culture is defined as the shared assumptions, values, and beliefs that govern employee behavior within an organization. It can either help or hinder innovation efforts. When implementing innovations, managers must first audit their own culture and make necessary changes. Cultural change involves shifting employee assumptions and behaviors through institutionalizing new lessons at relationship levels. A new organizational culture is formed through both implicit ideologies/values and observable symbols/rituals. While culture can influence innovation, innovative settings also impact the evolving culture over time in complex ways that are difficult to fully control or change.
Introduction to change management.pdf
Introduction to change management
Full udemy course https://www.udemy.com/course/organizational-design-change-innovation-all-in-1-course/?referralCode=8C9BA9B485BDB97C1BD9
organizational change.pdf
organizational change
Full udemy course here https://www.udemy.com/course/organizational-design-change-innovation-all-in-1-course/?referralCode=8C9BA9B485BDB97C1BD9
organizational leadership.pdf
This document discusses different approaches to leadership. It states that leadership is not a personal trait but a process of influencing others. All leaders have followers in common. The contingency approach views leadership as dependent on the situation and followers rather than an independent variable. The most suitable leadership for innovation depends on the organizational situation and followers. Characteristics of situations and follower dynamics shape the appropriate leadership approach to enable innovation.
organizational boundaries.pdf
This document discusses organizational boundaries and the open and closed nature of organizations. It states that boundaries separate organizations from their environments and provide control, while competencies and power allow organizations to achieve goals through their inputs, throughputs and outputs. Organizations can be open or closed - open organizations are totally open to the environment for survival, while closed organizations are more autonomous and insulated with thicker boundaries. The document also notes that organizations can be partially open or closed depending on their environment, and the contingency approach means an organization must be able to open, close, or adjust depending on external events to perform well.
Hoshin planning .pdf
The document discusses Hoshin Kanri, a strategic planning and management method used in Lean management. It involves creating an "X matrix" to align long-term goals, annual objectives, priority initiatives, and key performance indicators. The matrix is filled out in steps: 1) defining long-term goals, 2) mid-term objectives, 3) short-term actions, 4) agreeing on metrics, and 5) marking dependencies between initiatives. Once the strategy is defined in the matrix, it is broken down into tasks and projects using Portfolio Kanban boards to track progress towards goals. Metrics are discussed as important lagging and leading indicators to monitor performance.
Lean Leadership.pdf
The document discusses 8 steps to transforming an organization through lean leadership. The steps include establishing a sense of urgency, forming a guiding coalition, creating a vision, communicating the vision, empowering others to act on the vision, planning for and creating short term wins, consolidating improvements and producing more change, and institutionalizing new approaches. It provides details on how to raise urgency levels, build an effective coalition, craft an effective vision, empower people to effect change, and anchor change in an organizational culture.
Total Productive Maintenance (TPM).pdf
This document discusses Total Productive Maintenance (TPM), which aims to eliminate equipment failures through a combination of autonomous maintenance by operators and improved organizational processes. It outlines TPM's goals of improving overall equipment effectiveness and reducing waste from equipment losses. The document also covers key aspects of TPM implementation like its pillars, structure, steps, autonomous maintenance techniques, and checklist.
Hoshin Planning and Metrics.pdf
Hoshin planning and metrics involves setting strategic goals and visions, defining mid-term objectives and short-term actions, agreeing on key performance indicators, and ensuring dependencies are transparent. It uses an X-matrix template to connect strategy to execution from the strategic level through tactical and operational metrics. Effective metrics should satisfy criteria of being measurable, actionable, and strategic to assess performance management systems and understand value delivery.
Lean Implementation .pdf
Lean implementation requires following clear steps:
1. Start at the strategic level by creating a business case and lean vision with senior management buy-in.
2. Focus on value streams by mapping them, eliminating waste, and setting goals and metrics.
3. Develop lean behaviors over several years by appointing change agents and champions and training all employees.
4. Restructure systems and continuously improve after implementing lean solutions.
Gemba, A3 and 5s.pdf
This document discusses Gemba walks, A3 problem solving, Ishikawa diagrams, and applying the 5S methodology to a workplace to improve job execution. It specifically mentions applying the 5S phases of sort, straighten, scrub, standardize, and sustain to medical supplies.
Process Mapping and Value Stream Mapping.pdf
This document discusses process mapping and value stream mapping as tools for visual management and process improvement. It defines a process as a series of steps that take inputs and create outputs, and explains that process mapping visually charts these steps to understand a process. Value stream mapping builds on process mapping by mapping the flow of materials and information needed to bring a product or service to a customer, identifying value-added and non-value added steps to help optimize the process. The document provides guidance on how to conduct a current state and future state value stream map analysis to identify areas for improvement.
Lean Implementation.pdf
The document discusses lean implementation and organizational structures. It recommends starting lean implementation by discussing it in class and developing an enterprise-level roadmap. This involves strategic planning, adopting a lean paradigm, focusing on value streams, and establishing a lean structure and behaviors through leadership. The implementation requires systemic changes and a transition plan to implement continuous improvement initiatives. Different organizational structures like functional, product-based, market-based, and location-based structures are also briefly outlined.
History and Growth of Lean.pdf
1. Lean thinking originated in the 1870s with Frederick Winslow Taylor's principles of scientific management, which aimed to optimize workflows. Henry Ford later applied these principles at Ford Motor Company to revolutionize mass production.
2. The Toyota Production System incorporated simplification, standardization, and scientific thinking from Taylorism. An engineer from Toyota, Shigeo Shingo, studied die changes at stamping presses and significantly reduced changeover times through training workers.
3. At Honda, managers practiced "gemba walks" to observe the production line firsthand, identify issues, and solve problems based on facts rather than guesses. New hires also spent time on the assembly line to better understand and respect the work.
Jidoka and Quality, Just-in-time and Push:Pull production .pdf
The document discusses Jidoka, a Lean manufacturing principle where machines stop themselves when a defect is detected to prevent defects from propagating down the line. It explains the four principles of Jidoka for addressing defects: discover the abnormality, stop the process, investigate and solve the root cause, and quickly implement a permanent fix. The document also compares "push" and "pull" production systems, where pull systems use Kanban signals to pull work through the process based on customer demand rather than pushing work based on forecasts. It notes several Lean principles are required to enable a successful pull-based system focused on optimizing the whole value stream and eliminating waste.
Introduction to lean management .pdf
This document defines key concepts in lean management including defining the customer and value from the customer's perspective. It discusses that lean is a set of standard processes, tools, and techniques as well as a way of thinking to guide actions when applying lean. The document also defines waste and discusses the seven main types of waste including overproduction, defects, unnecessary inventory, unnecessary motion, waiting, transportation, and unused employee creativity. It notes that eliminating waste provides benefits.
More from DanaYembergenova1 (20)
Jidoka and Quality, Just-in-time and Push:Pull production .pdf
Jidoka and Quality, Just-in-time and Push:Pull production .pdf
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Creative Web Design Company in Singapore
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
ModelingMarketingStrategiesMKS.CollumbiaUniversitypdf
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challenges
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka Indian satta Matka Dpboss Matka Kalyan Chart Matka Boss otg matka Guessing Satta The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Business storytelling: key ingredients to a story
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Building Your Employer Brand with Social Media
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Recruiting in the Digital Age: A Social Media Masterclass
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Best practices for project execution and delivery
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Company Valuation webinar series - Tuesday, 4 June 2024
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
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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.
LA HUG - Video Testimonials with Chynna Morgan - June 2024
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Training my puppy and implementation in this story
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Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
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The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...
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Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...
Recruiting in the Digital Age: A Social Media Masterclass
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Company Valuation webinar series - Tuesday, 4 June 2024
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LA HUG - Video Testimonials with Chynna Morgan - June 2024
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The Influence of Marketing Strategy and Market Competition on Business Perfor...
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Human Rationality.pdf
- 2. Organizations are institutions created to serve human needs 2 Social-psychological aspects of individuals and groups… (individual behaviour in a social context)
- 3. Human Rationality Classical economics Behavioural Theory Fundamentally rational People seek to maximize utility Selects the best alternative Consistent and stable preferences Imperfectly rational Preferences are somewhat unstable People are inconsistent and not precise Hired or Fired? How much?
- 4. In behavioural theory of firms, human beings... …have limited computational facilities …restricted within the limits of their knowledge
- 5. Consequently, human beings when making decisions pursue… What kind of person am I? What does such a person do? What was done successfully in the past? What am I more skillful at? Actions appropriate to their identity (Logic of Appropriateness) Actions appropriate to their past experiences (Competency Trap)
- 6. In the social-psychological context ... (individual behaviour in a social context) 6 Share past experiences Share perceived reality of what is appropriate
- 8. If you believe in the classical economics, you ought to prefer alternatives that lead you to better consequences But, humans celebrate virtue of doing what they can and are supposed to do