This document describes the Beer Game simulation exercise. It involves a supply chain with four links - retailer, wholesaler, distributor, and brewery. When unexpected demand increases at the retailer level, it creates a bullwhip effect as each link overcompensates by ordering more than needed to maintain inventory, amplifying the demand signal up the chain. This leads to excess inventory building up throughout the system until demand returns to normal levels. The key lessons are that lack of communication and information sharing between links can exacerbate fluctuations, and no single party is to blame as each acted reasonably based on limited local information.
- Kramer Pharmaceuticals fired Bob Marsh, a sales representative of 12 years, for failing to comply with company protocol despite his successful sales record and positive relationships with customers.
- Customers complained about Marsh's termination, prompting an internal review of whether the firing was justified.
- Over his career, Marsh received mixed performance reviews from several supervisors, with early supervisors praising his work but later ones citing issues with organization, planning, and promoting new products.
- The document discusses options the company could consider to potentially reinstate Marsh, such as additional training and reassigning him to a new territory.
Segmentation ,targeting and positioning sameeSameeksha Bisht
Coca Cola segments its market geographically based on regions, countries, rural vs urban areas. It also segments based on place of consumption like homes, cinemas, restaurants. The product market is segmented into cola and non-cola beverages. Demographically, younger people aged 10-25 are the primary targets, as are those aged 25-40. Coca Cola targets different segments using varied ads. It positions its products as refreshing and associated with enjoyment.
Study of Organisational behavior of Coca cola CompanyAbishekMU
ORGANISATIONAL DESIGN: The coca-cola company realise that it needs to be able to meet the ever-changing demands of its customers. ... A certain division of the company that is centrally located within the corporate division of the company is finance, human resource, marketing, innovation, strategy and planning.
Kramer Pharmaceuticals was a major drug manufacturer with over $400 million in sales in 1977. The document details the career of Bob Marsh, a detailer for Kramer, from 1966 to 1978. Marsh started with excellent performance under his first manager but saw declining reviews in later years under different managers. His salary increased steadily until 1975 but saw no increases in later years. He was ultimately asked to resign in 1978 at age 44, despite showing potential early in his career. The frequent changes in his managers and the company's focus on weaknesses rather than motivation were factors in his declining performance.
Alyce and Ignite Research teamed up together to survey over 185 B2B professionals in Marketing and Human Resources in order to gauge the current state of swag spend and programs.
In a nutshell, what we found was overwhelming frustration with the current state of affairs. Across the board, B2B professionals think swag programs are costly, difficult to manage and hard to let go of.
Here is the State of Swag by the numbers.
Investment Strategy Case Analysis (MGT 3050)Afifah Nabilah
A case study of the J.D Williams Investment Strategy Problem. This is an assignment for IIUM students who took Decision Science (MGT 3050) in Semester 2, 2014/2015.
This document discusses key concepts related to analyzing financial statements including horizontal and vertical analysis, ratio analysis, and sustainable income. It defines horizontal analysis as evaluating financial statement data over time to determine increases and decreases. Vertical analysis expresses each financial statement item as a percentage of a base amount. Ratio analysis is used to analyze a company's performance using ratios that measure liquidity, profitability, and solvency. Sustainable income differs from actual net income by excluding unusual revenues, expenses, gains, and losses to determine a company's most likely future income level.
This document provides an overview of cost-volume-profit analysis concepts. It begins by listing 8 learning objectives for the chapter, including distinguishing variable and fixed costs, explaining the relevant range and mixed costs, and understanding components of cost-volume-profit analysis. The document then provides examples and illustrations to explain these concepts in more detail. It shows how variable costs change proportionately with activity while fixed costs remain constant. It also demonstrates how the high-low method can be used to separate the fixed and variable components of mixed costs.
- Kramer Pharmaceuticals fired Bob Marsh, a sales representative of 12 years, for failing to comply with company protocol despite his successful sales record and positive relationships with customers.
- Customers complained about Marsh's termination, prompting an internal review of whether the firing was justified.
- Over his career, Marsh received mixed performance reviews from several supervisors, with early supervisors praising his work but later ones citing issues with organization, planning, and promoting new products.
- The document discusses options the company could consider to potentially reinstate Marsh, such as additional training and reassigning him to a new territory.
Segmentation ,targeting and positioning sameeSameeksha Bisht
Coca Cola segments its market geographically based on regions, countries, rural vs urban areas. It also segments based on place of consumption like homes, cinemas, restaurants. The product market is segmented into cola and non-cola beverages. Demographically, younger people aged 10-25 are the primary targets, as are those aged 25-40. Coca Cola targets different segments using varied ads. It positions its products as refreshing and associated with enjoyment.
Study of Organisational behavior of Coca cola CompanyAbishekMU
ORGANISATIONAL DESIGN: The coca-cola company realise that it needs to be able to meet the ever-changing demands of its customers. ... A certain division of the company that is centrally located within the corporate division of the company is finance, human resource, marketing, innovation, strategy and planning.
Kramer Pharmaceuticals was a major drug manufacturer with over $400 million in sales in 1977. The document details the career of Bob Marsh, a detailer for Kramer, from 1966 to 1978. Marsh started with excellent performance under his first manager but saw declining reviews in later years under different managers. His salary increased steadily until 1975 but saw no increases in later years. He was ultimately asked to resign in 1978 at age 44, despite showing potential early in his career. The frequent changes in his managers and the company's focus on weaknesses rather than motivation were factors in his declining performance.
Alyce and Ignite Research teamed up together to survey over 185 B2B professionals in Marketing and Human Resources in order to gauge the current state of swag spend and programs.
In a nutshell, what we found was overwhelming frustration with the current state of affairs. Across the board, B2B professionals think swag programs are costly, difficult to manage and hard to let go of.
Here is the State of Swag by the numbers.
Investment Strategy Case Analysis (MGT 3050)Afifah Nabilah
A case study of the J.D Williams Investment Strategy Problem. This is an assignment for IIUM students who took Decision Science (MGT 3050) in Semester 2, 2014/2015.
This document discusses key concepts related to analyzing financial statements including horizontal and vertical analysis, ratio analysis, and sustainable income. It defines horizontal analysis as evaluating financial statement data over time to determine increases and decreases. Vertical analysis expresses each financial statement item as a percentage of a base amount. Ratio analysis is used to analyze a company's performance using ratios that measure liquidity, profitability, and solvency. Sustainable income differs from actual net income by excluding unusual revenues, expenses, gains, and losses to determine a company's most likely future income level.
This document provides an overview of cost-volume-profit analysis concepts. It begins by listing 8 learning objectives for the chapter, including distinguishing variable and fixed costs, explaining the relevant range and mixed costs, and understanding components of cost-volume-profit analysis. The document then provides examples and illustrations to explain these concepts in more detail. It shows how variable costs change proportionately with activity while fixed costs remain constant. It also demonstrates how the high-low method can be used to separate the fixed and variable components of mixed costs.
The document discusses the statement of cash flows, including its usefulness, format, and how to prepare it using the indirect method. It explains that the statement of cash flows provides information about a company's cash receipts and payments during a period and is separated into operating, investing, and financing activities. It also discusses how to classify transactions and adjust net income to reconcile it to net cash provided by operating activities. Key steps include adding back non-cash expenses, and analyzing changes in current assets and liabilities.
SUVs are known for their strength and durability, but where did they begin? Take a look at this SUV timeline and see the evolutionary process of the SUV since its creation.
Axel Vino Wine Co. produces high quality wines in the Philippines using locally harvested ingredients. The document outlines the company's objectives of creating profit, satisfying customers, attaining organizational goals, and using 10% of profits to help orphans. It discusses the target demographics of white collar workers, teenagers, elderly and others in Legazpi City. The marketing strategy involves establishing a brand image and segmenting and targeting specific consumer groups. The SWOT analysis identifies strengths like quality products and experienced staff, weaknesses like being new, opportunities like increasing distribution, and threats like strong competitors.
This document provides an overview of Coca-Cola Enterprises and the soft drink industry. It discusses the origins and founding of Coca-Cola in 1886 and the beginnings of bottling in 1899. It outlines the consolidation of bottling franchises in the 1980s and 1990s that led to the formation of Coca-Cola Enterprises in 1986. The summary discusses Coca-Cola Enterprises growing its sales and revenues through mergers and restructuring in the 1990s to become one of the largest players in the global soft drink industry.
Chapter 7: systems design: activity-based costing -- assigning overhead costs to products, plant wide overhead rate, departmental overhead rates, designing and abc system, hierarchy of activities, activity-based costing at classic brass, using activity-based costing, direct labor hours as base, computing activity rates, shifting to overhead costs, targeting process improvements, evaluation of activity-based costing, abc and service industries, cost flows in an abc system.
Chapter 3 the internal organization- resources capabilities core competencies...Dr. Lam D. Nguyen
This chapter discusses analyzing a company's internal organization to understand its resources, capabilities, and core competencies as foundations for competitive advantage. It covers tangible and intangible resources that create organizational capabilities and core competencies. Managers must identify core competencies using criteria like valuable, rare, costly-to-imitate, and nonsubstitutable to focus on capabilities that provide competitive parity or advantage. Tools like value chain analysis and outsourcing can help companies develop and maintain core competencies amid changing business conditions.
The document discusses the horizontal expansion strategy of Advance Sales & Service Pvt. Ltd., a franchise of Brindavan Bottlers Pvt. Ltd. It provides background on the company and analyzes the beverage industry environment using Porter's Five Forces model. Key challenges discussed are declining carbonated drink sales, health and wellness trends, and increased competition from PepsiCo. The document recommends focusing on non-carbonated drinks, providing healthier options, and expanding related businesses to maintain competitive advantage.
Nature of Control in Organizations
The Purpose of Control
Types of Control
Steps in Control
Operations Control
Preliminary Control
Screening Control
Postaction Control
Financial Control
Budgetary Control
Other Tools of Financial Control
Structural Control
Bureaucratic Control
Clan Control
Strategic Control
Integrating Strategy and Control
International Strategic Control
Managing Control in Organizations
Characteristics of Effective Control
Resistance to Control
Overcoming Resistance to Control
Final Presentation for my Marketing Courses in Advertising, Promotion, Public Relations, Consumer Behavior, Market Research, and Marketing Management, Sales Management. Enjoy.
This chapter discusses attitudes and job satisfaction. It defines attitudes as having three components: emotional feelings, beliefs, and behavioral intentions. While attitudes can predict behaviors, other factors like social pressures may intervene. Job satisfaction is a positive feeling about one's job resulting from an evaluation of its characteristics. High job satisfaction is related to better performance and lower absenteeism and turnover. Causes of satisfaction include intrinsic qualities of work, achievement, and recognition from supervisors.
The document provides a history of Coca-Cola from its invention in 1886 to present day. Some key points include:
- Coca-Cola was invented in 1886 by Dr. John Pemberton and first sold for 5 cents.
- Asa Candler acquired sole ownership of Coca-Cola in 1892 for $2,300.
- Coca-Cola was first bottled in 1894 and removed cocaine as an ingredient in 1903.
- The Coca-Cola Company saw continued growth and expansion throughout the 20th century, including manufacturing its 1 billionth gallon of syrup in 1944.
- Coca-Cola re-entered the Indian market in 1993 and has since launched several popular Indian brands
The document provides information on the group members and Coca-Cola's operations in India. It details that Coca-Cola re-entered India in 1993 after a 16 year absence. It acquired Parle, India's leading soft drink brand at the time, as an entry strategy. The document also outlines Coca-Cola's mission, values, vision, products, sales promotion activities, segmentation and targeting approach, competitors, organizational structure, and manufacturing and distribution processes in India.
This document provides a project report on the sales and promotion of Pepsi in India. It includes an introduction to PepsiCo as a company, outlining its history dating back to 1893. It then discusses PepsiCo's entry into the Indian market in 1989 and the challenges it initially faced. The report also includes sections on the company's organizational structure, research methodology used in the project, findings from analysis, conclusions and recommendations. The objective of the project was to analyze Pepsi's market share in Delhi and assess opportunities to increase sales.
1. Phil Harris, the Production Control Manager at Brunswick Motors, wants to illustrate time-phased requirements planning using an example with the company's Model 1000 engine. He prepares a master schedule for the engine over 12 weeks.
2. Phil considers two components for the engine, the gear box and input shaft. He includes their manufacturing lead times and product structure. The gear box takes 2 weeks to produce and the input shaft takes 3 weeks.
3. Phil plans to use MRP worksheets and make assumptions about starting inventory levels and scheduled deliveries for the gear box and input shaft. He will calculate net requirements and planned order releases using lot-for-lot ordering.
This document provides an overview of PepsiCo's strategic management perspective. It includes sections on the company profile, product profile, organizational structure, and environmental scanning. Some key points:
- PepsiCo is a global food and beverage corporation based in New York with over $66 billion in revenue and 274,000+ employees worldwide.
- It has four business units that handle operations in different regions.
- PepsiCo's portfolio includes brands like Pepsi, Frito-Lay, Gatorade, Tropicana, and Quaker.
- Environmental scanning examines the company's internal strengths and weaknesses as well as external opportunities and threats in its industry using tools like Porter's 5 Forces and
This document contains 52 multiple choice questions about inventory control models from the textbook "Quantitative Analysis for Management, 11e". The questions cover topics such as single-period inventory models, economic order quantity, reorder point, safety stock, ABC analysis, just-in-time inventory, and enterprise resource planning. The correct answers to the questions are also provided.
This document analyzes Coca-Cola's financial statements and business strategies. It begins with an analysis of Coca-Cola's governance, including details about the CEO, board of directors, and executive compensation. It then discusses Porter's Five Forces analysis of the soda industry, finding rivalry to be high but threats of new entrants and substitutes to be medium. The document also analyzes Coca-Cola's income statements, balance sheets, profitability, and forecasts growth.
Secure Bank needed to choose between two software service providers, Acme and Omega, to maintain their new banking software. Both companies were similar in size and certification. Acme claimed to be more profitable and had won against Omega in past competitions. However, Omega had an open culture that enabled collaboration and innovation. Omega was able to communicate effectively with the bank, develop high quality prototypes on time, and fix design issues, demonstrating their technical and soft skills. Due to Omega's organic structure and culture that empowered employees, they were ultimately deemed a better fit than Acme to undertake the project.
Grupo Bimbo faced challenges entering the Brazilian market by wrongly assuming it was similar to Mexico. Some key differences included much lower overall bread consumption in Brazil, a tradition of artisanal fresh bread, different tastes preferences, intense price competition, and an unsuitable distribution strategy. While not profitable, Brazil is an important market for Bimbo's presence in South America. Bimbo can recover by controlling costs through an adapted distribution strategy, improving revenue with new suitable products, and making Brazil a lab for innovation.
The document discusses the key concepts of a learning organization from Peter Senge's book "The Fifth Discipline". It outlines five disciplines of a learning organization: personal mastery, mental models, team learning, shared vision, and systems thinking. It also discusses seven learning disabilities that inhibit organizational learning and eleven laws of a learning organization. Leaders are responsible for building foundations, developing learning processes, helping people develop more insightful views, and stewarding the shared vision.
The document provides guidance on creating a shared vision for Emma's Specialty Plants, Inc. It discusses the purpose and benefits of developing a shared vision, including clarifying the future direction of the organization, providing an outline for change, and encouraging innovation. It offers questions to help form the vision and compares potential vision statements. The proposed shared vision is "ESP is an learning, entrepreneurial, organization that is as special as the products we sell, and the customers we serve." It recommends continuing to measure effectiveness and suggests rewarding customer service and implementing a succession plan.
The document discusses the statement of cash flows, including its usefulness, format, and how to prepare it using the indirect method. It explains that the statement of cash flows provides information about a company's cash receipts and payments during a period and is separated into operating, investing, and financing activities. It also discusses how to classify transactions and adjust net income to reconcile it to net cash provided by operating activities. Key steps include adding back non-cash expenses, and analyzing changes in current assets and liabilities.
SUVs are known for their strength and durability, but where did they begin? Take a look at this SUV timeline and see the evolutionary process of the SUV since its creation.
Axel Vino Wine Co. produces high quality wines in the Philippines using locally harvested ingredients. The document outlines the company's objectives of creating profit, satisfying customers, attaining organizational goals, and using 10% of profits to help orphans. It discusses the target demographics of white collar workers, teenagers, elderly and others in Legazpi City. The marketing strategy involves establishing a brand image and segmenting and targeting specific consumer groups. The SWOT analysis identifies strengths like quality products and experienced staff, weaknesses like being new, opportunities like increasing distribution, and threats like strong competitors.
This document provides an overview of Coca-Cola Enterprises and the soft drink industry. It discusses the origins and founding of Coca-Cola in 1886 and the beginnings of bottling in 1899. It outlines the consolidation of bottling franchises in the 1980s and 1990s that led to the formation of Coca-Cola Enterprises in 1986. The summary discusses Coca-Cola Enterprises growing its sales and revenues through mergers and restructuring in the 1990s to become one of the largest players in the global soft drink industry.
Chapter 7: systems design: activity-based costing -- assigning overhead costs to products, plant wide overhead rate, departmental overhead rates, designing and abc system, hierarchy of activities, activity-based costing at classic brass, using activity-based costing, direct labor hours as base, computing activity rates, shifting to overhead costs, targeting process improvements, evaluation of activity-based costing, abc and service industries, cost flows in an abc system.
Chapter 3 the internal organization- resources capabilities core competencies...Dr. Lam D. Nguyen
This chapter discusses analyzing a company's internal organization to understand its resources, capabilities, and core competencies as foundations for competitive advantage. It covers tangible and intangible resources that create organizational capabilities and core competencies. Managers must identify core competencies using criteria like valuable, rare, costly-to-imitate, and nonsubstitutable to focus on capabilities that provide competitive parity or advantage. Tools like value chain analysis and outsourcing can help companies develop and maintain core competencies amid changing business conditions.
The document discusses the horizontal expansion strategy of Advance Sales & Service Pvt. Ltd., a franchise of Brindavan Bottlers Pvt. Ltd. It provides background on the company and analyzes the beverage industry environment using Porter's Five Forces model. Key challenges discussed are declining carbonated drink sales, health and wellness trends, and increased competition from PepsiCo. The document recommends focusing on non-carbonated drinks, providing healthier options, and expanding related businesses to maintain competitive advantage.
Nature of Control in Organizations
The Purpose of Control
Types of Control
Steps in Control
Operations Control
Preliminary Control
Screening Control
Postaction Control
Financial Control
Budgetary Control
Other Tools of Financial Control
Structural Control
Bureaucratic Control
Clan Control
Strategic Control
Integrating Strategy and Control
International Strategic Control
Managing Control in Organizations
Characteristics of Effective Control
Resistance to Control
Overcoming Resistance to Control
Final Presentation for my Marketing Courses in Advertising, Promotion, Public Relations, Consumer Behavior, Market Research, and Marketing Management, Sales Management. Enjoy.
This chapter discusses attitudes and job satisfaction. It defines attitudes as having three components: emotional feelings, beliefs, and behavioral intentions. While attitudes can predict behaviors, other factors like social pressures may intervene. Job satisfaction is a positive feeling about one's job resulting from an evaluation of its characteristics. High job satisfaction is related to better performance and lower absenteeism and turnover. Causes of satisfaction include intrinsic qualities of work, achievement, and recognition from supervisors.
The document provides a history of Coca-Cola from its invention in 1886 to present day. Some key points include:
- Coca-Cola was invented in 1886 by Dr. John Pemberton and first sold for 5 cents.
- Asa Candler acquired sole ownership of Coca-Cola in 1892 for $2,300.
- Coca-Cola was first bottled in 1894 and removed cocaine as an ingredient in 1903.
- The Coca-Cola Company saw continued growth and expansion throughout the 20th century, including manufacturing its 1 billionth gallon of syrup in 1944.
- Coca-Cola re-entered the Indian market in 1993 and has since launched several popular Indian brands
The document provides information on the group members and Coca-Cola's operations in India. It details that Coca-Cola re-entered India in 1993 after a 16 year absence. It acquired Parle, India's leading soft drink brand at the time, as an entry strategy. The document also outlines Coca-Cola's mission, values, vision, products, sales promotion activities, segmentation and targeting approach, competitors, organizational structure, and manufacturing and distribution processes in India.
This document provides a project report on the sales and promotion of Pepsi in India. It includes an introduction to PepsiCo as a company, outlining its history dating back to 1893. It then discusses PepsiCo's entry into the Indian market in 1989 and the challenges it initially faced. The report also includes sections on the company's organizational structure, research methodology used in the project, findings from analysis, conclusions and recommendations. The objective of the project was to analyze Pepsi's market share in Delhi and assess opportunities to increase sales.
1. Phil Harris, the Production Control Manager at Brunswick Motors, wants to illustrate time-phased requirements planning using an example with the company's Model 1000 engine. He prepares a master schedule for the engine over 12 weeks.
2. Phil considers two components for the engine, the gear box and input shaft. He includes their manufacturing lead times and product structure. The gear box takes 2 weeks to produce and the input shaft takes 3 weeks.
3. Phil plans to use MRP worksheets and make assumptions about starting inventory levels and scheduled deliveries for the gear box and input shaft. He will calculate net requirements and planned order releases using lot-for-lot ordering.
This document provides an overview of PepsiCo's strategic management perspective. It includes sections on the company profile, product profile, organizational structure, and environmental scanning. Some key points:
- PepsiCo is a global food and beverage corporation based in New York with over $66 billion in revenue and 274,000+ employees worldwide.
- It has four business units that handle operations in different regions.
- PepsiCo's portfolio includes brands like Pepsi, Frito-Lay, Gatorade, Tropicana, and Quaker.
- Environmental scanning examines the company's internal strengths and weaknesses as well as external opportunities and threats in its industry using tools like Porter's 5 Forces and
This document contains 52 multiple choice questions about inventory control models from the textbook "Quantitative Analysis for Management, 11e". The questions cover topics such as single-period inventory models, economic order quantity, reorder point, safety stock, ABC analysis, just-in-time inventory, and enterprise resource planning. The correct answers to the questions are also provided.
This document analyzes Coca-Cola's financial statements and business strategies. It begins with an analysis of Coca-Cola's governance, including details about the CEO, board of directors, and executive compensation. It then discusses Porter's Five Forces analysis of the soda industry, finding rivalry to be high but threats of new entrants and substitutes to be medium. The document also analyzes Coca-Cola's income statements, balance sheets, profitability, and forecasts growth.
Secure Bank needed to choose between two software service providers, Acme and Omega, to maintain their new banking software. Both companies were similar in size and certification. Acme claimed to be more profitable and had won against Omega in past competitions. However, Omega had an open culture that enabled collaboration and innovation. Omega was able to communicate effectively with the bank, develop high quality prototypes on time, and fix design issues, demonstrating their technical and soft skills. Due to Omega's organic structure and culture that empowered employees, they were ultimately deemed a better fit than Acme to undertake the project.
Grupo Bimbo faced challenges entering the Brazilian market by wrongly assuming it was similar to Mexico. Some key differences included much lower overall bread consumption in Brazil, a tradition of artisanal fresh bread, different tastes preferences, intense price competition, and an unsuitable distribution strategy. While not profitable, Brazil is an important market for Bimbo's presence in South America. Bimbo can recover by controlling costs through an adapted distribution strategy, improving revenue with new suitable products, and making Brazil a lab for innovation.
The document discusses the key concepts of a learning organization from Peter Senge's book "The Fifth Discipline". It outlines five disciplines of a learning organization: personal mastery, mental models, team learning, shared vision, and systems thinking. It also discusses seven learning disabilities that inhibit organizational learning and eleven laws of a learning organization. Leaders are responsible for building foundations, developing learning processes, helping people develop more insightful views, and stewarding the shared vision.
The document provides guidance on creating a shared vision for Emma's Specialty Plants, Inc. It discusses the purpose and benefits of developing a shared vision, including clarifying the future direction of the organization, providing an outline for change, and encouraging innovation. It offers questions to help form the vision and compares potential vision statements. The proposed shared vision is "ESP is an learning, entrepreneurial, organization that is as special as the products we sell, and the customers we serve." It recommends continuing to measure effectiveness and suggests rewarding customer service and implementing a succession plan.
This document discusses various systems thinking concepts including the five focusing steps of the Theory of Constraints for managing constraints in systems. It provides an overview of using cumulative flow diagrams to visualize work flow and identify constraints, then applying the five steps which are to identify the constraint, exploit it, subordinate other work to it, elevate the constraint, and repeat the process. It also discusses using these concepts to improve flow for software delivery processes.
The fifth discipline - An overview of Peter Senge's Fifth DiscplineSrinath Ramakrishnan
The document discusses the five disciplines of learning organizations: personal mastery, mental models, team learning, shared vision, and systems thinking. Personal mastery involves continually improving one's skills and vision, while being aware of one's weaknesses. Mental models require examining one's internal pictures of the world through open discussion. Team learning involves collaborative problem-solving and feedback. Shared vision brings alignment through creating a vision that people genuinely commit to. Systems thinking views the organization as a whole and how its parts interrelate.
Senge's principle of building a shared vision involves creating a vision for the future of an organization through interaction and compromise between individual visions, rather than a leader dictating a singular vision. A shared vision fosters genuine commitment over mere compliance. For a vision to be shared, members must enroll in it voluntarily, as vision cannot be sold by the leader. When an organization has a shared vision created this way, it provides a driving force for change and learning as members are motivated by their shared goals.
The Agile Stakeholder Management Framework for Teams, Programs, and PortfoliosDrew Jemilo
Stakeholder management is one of the most important responsibilities of a Product Owner. It can also be one of the biggest land mines if you don't continuously inspect and adapt your planning and communication. How do you interact with your stakeholders based on their level of interest and the degree of influence they have over your team's success or failure? In this session, you will learn how to apply the stakeholder management framework to:
1. Identify, analyze, prioritize, and engage your stakeholders
2. Manage expectations through the continuous process of setting expectations, acting on them, reviewing them, and resetting them
3. Build your communication plan using the stakeholder mapping technique and the Net Promoter Score (NPS) to plot your sponsors, major stakeholders, minor stakeholders, and subject matter experts
4. Gain consensus with your stakeholders regarding their rights and responsibilities
5. Scale to the program and portfolio levels
Originally presented at Agile2012
http://agile2012.agilealliance.org/program/schedule/
detailed presentation on learning disabilitiesDivya Murthy
This document discusses learning disabilities, including definitions, types, suspected causes, assessment practices, and legal considerations. It notes that learning disabilities affect a broad range of academic and functional skills, such as reading, writing, and reasoning. Common types include dyslexia, dyscalculia, and dysgraphia. Assessment involves informal methods like observations as well as formal testing of cognitive abilities, information processing, and educational achievement. Technology can help individuals with learning disabilities, and laws like IDEA, Section 504, and ADA provide legal protections for students.
The document discusses research using artificial agents to play the beer distribution game and addresses the bullwhip effect.
The agents were able to track demand, eliminate the bullwhip effect by discovering policies better than the traditional "1-1" policy, and find good policies even under complex scenarios where analytical solutions are not available.
The artificial agents demonstrated an ability to optimize supply chain coordination and outperformed human MBA and undergraduate students playing the beer game.
The document is a short eBook about leadership titled "The Second Little Book of Leadership". It contains short passages and quotes on various aspects of leadership. In under 3 sentences:
The eBook contains advice and insights on leadership from various sources, discussing topics such as what leaders do (create meaning), how leadership is learned through emulation, the importance of actions aligning with words, getting people engaged in their work, moving from a focus on oneself to the team, and creating more new leaders rather than just followers. The passages provide different perspectives on effective leadership strategies and behaviors.
The document repeatedly lists the URL www.TheLeadershipHub.com over multiple lines without any other text or context. It can be summarized as a document that solely contains the repeated listing of a single website URL address.
The document summarizes key concepts from Peter Senge's book "The Fifth Discipline" regarding learning organizations. It describes the five disciplines that Senge proposes are essential for organizations to become true "learning organizations": personal mastery, mental models, shared vision, team learning, and systems thinking. For each discipline, it provides an overview of the core ideas and how they contribute to building an organization's capacity for continuous learning and improvement.
Training & Development - Traditional trainning methodsRaja Manzar
Hands-on training methods have several advantages over traditional lecture-based training:
1) They keep trainees actively engaged in learning by involving them in activities like role-plays, simulations, demonstrations, and practicing skills. This helps trainees better retain the information compared to passive lecture formats.
2) Hands-on methods allow trainees to immediately apply their new skills and behaviors to realistic work-related situations. Being able to practice in a safe environment helps trainees transfer their learning back to the job.
3) Trainers can provide immediate feedback to trainees on their performance of key skills. This feedback helps trainees identify areas for improvement and correctly learn the behaviors demonstrated by trainers.
While hands-on training is
This document discusses the IT infrastructure of the National Database and Registration Authority (NADRA) of Pakistan. It outlines the key components of NADRA's national information infrastructure including its country-wide data communication network, networking capabilities, interfacing of databases and facilities for information sharing. It describes NADRA's hardware, including computers, cameras, scanners, switches and printers. It also discusses the software used, including operating systems, applications for citizen registration, database management and online verification. It provides an overview of NADRA's network architecture with connections between various registration centers and data centers. It also summarizes the main databases used for citizen registration and customer relationship management. The document highlights security measures used including firewalls, antiv
Selection for Fit, Recruitment and selection, HRMRaja Manzar
The document discusses the costs of making a bad hire for companies and some common selection methods used by organizations. It notes that the biggest costs come from lost productivity, training new employees, and impact on morale. Effective selection methods like testing, gathering applicant information, and interviewing can help organizations reduce costs by ensuring the right people are hired for the right jobs and culture fits.
Motivational concepts and its application - Organizational BehaviourRaja Manzar
The document discusses various motivational theories and concepts in organizational behavior. It covers early theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Contemporary theories discussed include self-determination theory, goal setting theory, reinforcement theory, and equity theory. The document also explores concepts like job characteristics, employee involvement, and rewarding employees. It aims to acquaint readers with key motivational concepts and their application in organizations.
This is a project of Ratio Analysis uploaded for MBA 2nd Semester students. This is of Fatima Fertilizer, Pakistan. Hope will help you a lot. If any question feel free to mail me. Tk all.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Make it or Break it - Insights for achieving Product-market fit .pdfResonate Digital
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
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4. To acquaint you all with the concepts
of Famous Beer Game, Lessons learnt,
Analysis and how to Improve
Performance by using Beer Game.
4
5. PART 1 – (Raja Manzar)
Beer Game.
5
PART 2 – (Rashid Aziz)
Lessons Learnt from Beer Game.
PART 3 – (Muhammad Farooq Munir)
Structure Influences Behavior.
PART 4 – (Rana Shahzad)
Redefining your Scope of Influence: How to Improve
Performance in the Beer Game.
The Learning Disabilities and Our Ways of Thinking
7. 7
Distributor
Wholeseller
Retailer
Consumer
Brewery
The Consumer
buys beer from
the retailer.
The retailer either
has beer in stock
or orders extra
units of beer from
the wholeseller.
The wholeseller
either has beer in
stock or orders
extra units of beer
from the
distributor.
The distributor
either has beer in
stock or orders
extra units of beer
from the brewery.
Demand for beer
is fulfilled as soon
as there is enough
beer in stock.
Demand for beer
is fulfilled as soon
as there is enough
beer in stock.
Demand for beer
is fulfilled as soon
as there is enough
beer in stock.
Demand for beer
is fulfilled as soon
as there is enough
beer in stock
The brewery
either has beer
in stock or it
increases the
production.
Order
Placing
Cycle
Order
Delivery
Cycle
8. 8
• Beer game as described by Peter Senge in Chapter 3 of
his book - The Fifth Discipline: The Art & Practice of The
Learning Organization.
• Was developed at Massachusetts Institute of
Technology's Sloan School of Management in the 1960s
by James R. Martin, Ph.D.
• The game involves a simple production/distribution
system for a single brand of beer.
• Mainly 3 players in the game. Each player's goal is to
maximize profit.
–a retailer, a wholesaler, a marketing director at the
brewery.
Contd…
9. 9
• The players at each position are completely free to make
any decision that seems prudent. Their only goal is to
manage their position as best they can to maximize their
profits.
• Truck driver delivers beer once each week to retailer &
he places order for next week. Truck driver places order
with distributor. There is 4 weeks lag in between.
• The retailer and wholesaler do not communicate directly.
• The retailer sells hundreds of products.
• The wholesaler distributes many products to large no of
customers.
10. 10
• Imagine that you're a retail merchant.
• No matter what your store looks like, beer is a cornerstone of
your business.
• Stock beer in back room, where you keep your inventory.
• Once each week a trucker arrives, hands over delivery & takes
new orders for next week.
• A delivery of beer generally arrives in your store about four weeks
after you order it.
• You probably have never even met your beer wholesaler him; you
know only the truck driver.
• One of your steadiest beer brands is called Lover's Beer.
• To make sure you always have enough Lover's Beer, you try to
keep twelve cases in the store at any time.
Contd…
11. 11
• Week 2:
• Without warning, one week in Nov sales of the beer double.
They jump from four cases to eight. To bring your inventory
back to normal you order 8 cases this week.
Contd…
1st week 2nd week
Inventory 4 8
0
1
2
3
4
5
6
7
8
9
12. 12
• Week 3:
• You sell eight cases of Lover's Beer the next week.
• You think for a moment about any advertisement, spring break
etc. But gets out of thoughts due to a customer.
• At the moment the deliveryman comes, you're still not thinking
much about Lover's Beer, but you look down at your sheet and
see that he's brought only four cases this time. (It's from the
order you placed four weeks ago.)
• You only have four cases left in stock, which means unless
there's a drop-back in sales you're going to sell out all your
Lover's Beer this week.
• Just to be on the safe side, you order twelve so you can rebuild
your inventory.
Contd…
13. 13
• Week 4: You find time on Tuesday & It turns out that a new
music video appeared a month or so back using "I take one last
sip of Lover's Beer and run into the sun."
• You think of calling the wholesaler, but a delivery of potato
chips arrives and the subject of Lover's Beer slips your mind.
• In next delivery of beer comes in, only five cases of beer arrive.
• In stock you are left with one case only so you order 16 more.
Contd…
1st week 2nd week 3rd week
Inventory 4 8 16
0
5
10
15
20
14. 14
• Week 5:
• Your one case sells out Monday morning. Fortunately, you receive a
shipment for seven more cases of Lover's (apparently your
wholesaler is starting to respond to your higher orders).
• All are sold by the end of the week, leaving Inventory zero.
• You order another sixteen.
• Week 6:
• Customers are looking for Lover's beer.
• Some put their names on a list to be called when the beer comes
in.
• The trucker delivers only 6 cases and all are sold by the weekend.
The retailer orders another 16 cases.
Contd…
15. 15
• Week 7: The delivery truck brings only five cases this week.
• Lover's Beer is sold out within two days.
• This week, amazingly, five customers give you their names.
• You order another sixteen and silently pray for delivery.
• Week 8: Now you are eagerly waiting for truck expecting 16 cases.
• But he brings only five. Upon question by you he replies "I guess
they're backlogged.
• Seeing the situation you order 24 cases.
• Your state of Mind.
• What is that wholesaler doing to me, you wonder?
• Doesn't he know what a ravenous market we have down
here?
Contd…
17. 17
• Distributes many brands of beer but only distributor of
Lover's beer.
• Orders 4 truckloads per week & receives after 4 week lag.
• As policy keeps 12 truckloads in inventory at all times.
Contd…
Order per week Inventory per week
Beer truck loads 4 12
0
2
4
6
8
10
12
14
18. 18
• Week 6:
• By week 6 the wholesaler is out of Lover's beer and zero.
• He responds by ordering 30 truckloads from the brewery.
• A few of the larger chain stores called you asking for Lover’s beer.
• Week 8:
• By the 8th week most stores are ordering 3 or 4 times more
Lovers' beer than their regular amounts.
• When you had called the brewery to ask if there was any way to
speed up their deliveries they answered..
“we had only just stepped up production two weeks
before. We have just learnt about the increase in
demand”.
Contd…
19. 19
• Week 9:
• You're getting orders for 20 truckloads' worth of Lover's Beer per
week, and you still don't have it.
• Last week 29 truck loads orders are still backlogged.
• But you're confident that, this week, the 20 truck-loads you
ordered a month ago will finally arrive.
• But only 6 truckloads arrive.
• You call some of your larger chains and assure them that the beer
they ordered will be coming shortly.
• Week 10:
• You were expecting 20 truckloads this week.
• Only 8 truckloads are delivered.
• To meet up new and old backlogged demand you order 40
truckloads this week. Contd…
20. 20
• Week 11:
• Only 12 truckloads are received and there are 77 truckloads in
backlog, so the wholesaler orders 40 more truckloads.
Contd…
Order per week
Inventory this
week
Orders Backlogged
Beer truck loads 40 12 77
0
10
20
30
40
50
60
70
80
90
21. 21
• Week 12:
• The wholesaler orders 60 more truckloads of Lover's beer.
• It appears that the beer is becoming more popular every week.
• Week 13:
• There is still a huge backlog.
• Weeks 14-15:
• Finally larger shipments started pouring from the brewery.
• But orders from retailers begin to drop off.
• Week 16:
• Receives 55 truckloads.
• Zero orders from retailers.
• You order zero to brewery.
Contd…
22. 22
• Week 17: Now you receive backlogged orders of 60 truck loads,
no orders from retailer so you also order zero. The brewery keeps
sending beer.
Order this
week
Inventory this
week
Orders
Backlogged
Retaler orders
Beer truck loads 0.001 109 60 0.001
0
20
40
60
80
100
120
23. 23
• 4 months ago you were hired as manager marketing &
distribution.
• Yours is a small brewery, known for its quality but not marketing.
• In 2nd month new orders had begun to rise dramatically.
• By 3rd month orders increased from 4 to 40 truck loads.
• At breweries they take 2 weeks to decide brewing bottles.
• By week 10 you were a hero within your company.
• Plant manager had given everyone incentives to work double
time.
• Finally, you had caught up with the backlog in Week 16.
• After week 18 distributors ordered Zero.
Contd…
24. 24
• Week 19:
• The brewery has 100 gross of Lover's beer in stock.
• No new orders.
• But the plant keep on brewing what you had ordered.
• After explaining to boss the brewery stops producing Lover's beer.
• Weeks 20-23.
• No orders in these 4 weeks.
Contd…
26. 26
• At this point all the players blame each other for the excess
inventory.
• Conversations with wholesale and retailer reveal an inventory of 93
cases at the retailer and 220 truckloads at the wholesaler. The
marketing manager figures it will take the wholesaler a year to sell
the Lover's beer he has in stock. The retailers must be the problem.
• The retailer explains that demand increased from 4 cases per week
to 8 cases. The wholesaler and marketing manager think demand
mushroomed after that, and then fell off, but the retailer explains
that didn't happen.
• Demand stayed at 8 cases per week. Since he didn't get the beer he
ordered, he kept ordering more in an attempt to keep up with the
demand.
• The marketing manager plans his resignation.
29. • What can your team and organization learn
from the exercise?
• Take some time to discuss with your team.
• Capture 3 to 4 lessons learned.
30. • There are no such culprits
• There is no one to blame
• Each of the three players in our story had the best
possible intentions: to serve his customers well, to
keep the product moving smoothly through the
system, and to avoid penalties
• Each participant made well-motivated, clearly
defensible judgments based on reasonable
guesses about what might happen
• There were no villains, but there was a crisis
nonetheless built into the structure of the system
31. How could such
a small perturbation in
one part of the system create
such havoc in the
rest of the system?
32. ONE.
• The structure of any system governs
human behavior within the system.
• Changing people without changing the
system structure may not lead to desired
or permanent improvement.
33. TWO.
• To effectively manage a system a “systems”
perspective should be adopted:
Realize that . . .
Often, . . . a lag between what one
observes and what caused that
observation.
Ripple effects within and across
organizational boundaries.
Volatility directly proportional to
distance from market.
34. THREE.
• The amplification in the supply chain is
called the “Bullwhip effect.”
• Suggested Solutions?
Improved communication
Reduced lead-time
• What does research and experience tell
us?
35. FOUR.
Characteristics of top Supply Chain performers?
• Agile: able make quick adjustments in output
in response to the market.
• Adaptable: able to adapt supply chain
structure and facilities to changing needs.
• Alignment: Partners in the supply chain are
aligned in their objectives & incentive
structures.
36. • How do you feel now? How did you feel while
playing the game?
• Did you feel yourself controlled by forces in the
system from time to time?
• Did you find yourself “blaming” the person next
to you for your problems?
• What is the total cost of your team? Why the
large discrepancy between teams? What caused
large inventories and backlogs?
• Did you notice any patterns on your graphs?
37. • There is growing demand that can't be met.
• Orders build throughout the system.
• Inventories are depleted.
• Backlogs grow.
• Then the beer arrives en masse while incoming
orders suddenly decline.
Moreover "beer game"-type structures
create similar crises in real-life
production distribution systems.
38. In 1985, personal computer memory
chips were cheap and readily
available; sales went down by 18
percent and American producers
suffered 25 to 60 percent losses.
But in late 1986 a sudden shortage
developed and was then
exacerbated by panic and over
ordering. The result was a 100 to
39. A similar surge and collapse in demand
occurred in the semiconductor industry
in 1973 to 1975. After a huge order
buildup and increases in delivery delays
throughout the industry, demand
collapsed and you could have virtually
any product you wanted off any
supplier's shelf overnight. Within a few
years, Siemens, Signe tics, Northern
Telecom, Honeywell, and Schlumberger
40. • A real retailer can order from three or four wholesalers at
once, wait for the first group of deliveries to arrive, and
cancel the other orders. Real producers often run up
against production capacity limits not present in the
game, thereby exacerbating panic throughout the
distribution system. In turn, producers invest in
additional capacity because they believe that current
demand levels will continue into the future, then find
themselves strapped with excess capacity once demand
collapses.
• The dynamics of production-distribution systems such as
the beer game illustrate the first principle of systems
thinking:
41. That makes total intellectual activity of Organization:
• Idea generation
• Learning & Skill development
• Exchange of information
• Development of strategic Direction
• Project Planning
• Communication
• Market Research
• Problem solving
• Process improvement
• Quantum leaps
45. “A truly profound and different
insight is the way you begin to
see that the system causes its
own behavior”
(Donella
Meadows)
46. During the beer game
“after a one-time increase, consumer
demand, for the rest of the simulation, was
perfectly flat! “
Of course, none of the players other than the
retailer knew consumer demand, and even the
retailers saw demand only week by week, with no
clue about what would come next?
47. “What is/was the cause
of that activity, or from what
laws did it arise? asked the
human intellect”
48. Once they see that they can no longer blame one
another, or the customer, the players have one last
recourse—blame the system:
"It's an unmanageable system,"
and some say:
"The problem is that we couldn't
communicate with each other”
49. • But, the human intellect not only refuses to believe
in explanations, but flatly declares that the method
of explanation is not a correct one . . .
• Because the logic behind is:
“whenever there have been wars, there have been
great military leaders; whenever there have been
revolutions in states, there have been great men,"
says history. "Whenever there have been great
military leaders there have, indeed, been wars,"
replies the human reason; "but that does not prove
that the generals were the cause of the wars”
50. • In the beer game, the structure that caused wild swings
in orders and inventories involved:
• The multiple-stage supply chain
• The delays intervening between different stages
• Limited information available at each stage in the
system
• The goals, costs, perceptions
• Fears that influenced individuals' orders for beer.
Contd…
51. • But it is very important to understand that when we use the
term "systemic structure" we do not just mean structure
outside the individual. The nature of structure in human
systems is subtle because we are part of the structure. “This
means that we often have the power to alter structures within
which we are operating”.
• However, more often than not, we do not perceive that power.
In fact, we usually don't see the structures at play much at all.
• Rather, “we just find ourselves feeling compelled to act in
certain ways”.
Contd…
Contd…
52. • Structure: " as used, does not mean the "logical structure" of
a carefully developed argument or the reporting "structure"
as shown by an organization chart. Rather,
• “Systemic Structure" is concerned with the key
interrelationships that influence behavior over time. These
are not interrelationships between people, but among key
variables, such as population, natural resources, and food
production in a developing country; or engineers' product
ideas and technical and managerial knowhow in a company..
Contd…
Contd…
53. • The beer game provides a laboratory for exploring how
structure influences behavior. Each player—retailer,
wholesaler, and brewery —made only one decision per
week: how much beer to order.
• The result is a characteristic pattern of buildup and
decline in orders at each position, amplified in intensity
as you move "up-stream," from retailers to breweries.
• The other characteristic pattern of behavior in the game
can be seen in the inventories and backlogs.
• These characteristic patterns of overshoot and collapse
in ordering and inventory backlog cycles occur despite
stable consumer demand..
Contd…
57. • Incoming orders come from "outside"—most
wholesalers and brewers, for instance, shocked
by the implacable mystery of those latter-half
orders, “which should be high numbers”
• Members responded to new orders by shipping
out beer, but had little sense of how those
shipments will influence the next round of
orders
• Only had a fuzzy concept of what happens to the
orders you place
58. • Consider outcomes, if each player did nothing to correct
his inventory or backlog- Backlogs developed
• Which precluded placing the orders in excess of orders
received needed to correct backlogs
• Is the "no strategy" strategy successful?
• In real life, such a situation would, undoubtedly, invite
competitors to enter a market and provide better
delivery service
• Only producers/distributors with monopolies on markets
would be likely to stick to such a strategy
• ‘Strategy’ - eliminates the buildup and collapse in
ordering, and the associated wild swings in inventories
60. • If players, respond (as many do) by placing still more
orders, they create a "vicious cycle" that increases
problems throughout the system
• It can be set off by any player who panics, anywhere
within the system—be he retailer, or wholesaler
• Even factories can create the same effect, simply by
failing to produce enough beer
• Eventually, as one vicious circle influences other
vicious circles, the resulting panic spreads up and
down the entire production distribution system
• Once the panic builds momentum, players generate
orders that are twenty to fifty times what is actually
needed to correct real inventory imbalances
62. • Redefine the Scopes of Influence (your success is
not just influenced by your orders; it is influenced
by the actions of everyone else in the system
• Under standing of “Vicious cycle”
• Manage Your Position
• Understanding Structural explanations: are so
important; is that only they address the underlying
causes of behavior at a level that patterns of
behavior can be changed
63. • Shift of view: means getting to the heart of
fundamental mismatches - "mental model" of it
and knowing the actual reality of how the game
works
• Pay close attention to your own inventory, costs,
backlog, orders, and shipments
• “Managing their position“ - how their position
interacts with the larger system
64. • "Take two aspirin and wait" rule
• Don't panic
How well can players do if follow these guidelines?
• Totally eliminate all overshoots in orders and all
inventory/backlog cycles – Not possible
• Hold instabilities to a very modest level - Possible
• Substantial improvements – Possible
It takes discipline to contain the overwhelming
urge to order more when backlogs are building and
your customers are screaming
65.
66. • It is no accident that most organizations learn
poorly. The way systems are designed and
managed, the way people's jobs are defined, and
most importantly, the way we have all been taught
to think and interact (not only in organizations but
more broadly) create fundamental learning
disabilities
• These disabilities operate despite the best efforts
of bright, committed people. Often the harder they
try to solve problems, the worse are the results
67. • "I am my position“
• "The enemy is out there“
• The illusion of taking charge
• The fixation on events
• The parable of the boiled frog
• The delusion of learning from experience
• The myth of the management team
68. • Because they "become their position," people do
not see how their actions affect the other positions
• Consequently, when problems arise, they quickly
blame each other—"the enemy“ becomes the
players at the other positions, or even the
customers
• When they get "proactive" and place more orders,
they make matters worse
• Because their over ordering builds up gradually,
they don't realize the direness of their situation
until it's too late
69. • By and large, they don't learn from their
experience because the most important
consequences of their actions occur elsewhere in
the system, eventually coming back to create the
very problems they blame on others
• The "teams" running the different positions
(usually there are two or three individuals at each
position) become consumed with blaming the
other players for their problems, precluding any
opportunity to learn from each others' experience
70. • Been with us for a long time
• In story after story, leaders could not see the
consequences of their own policies, even when
they were warned in advance that their own
survival was at stake
• We live in no less perilous times today, and the
same learning disabilities persist, along with their
consequences
• The five disciplines of the learning organization,
act as antidotes to these learning disabilities:
71. • Personal Mastery
• Mental Models
• Building Shared Vision
• Team Learning
• The fifth discipline: “Systems thinking” is the fifth
discipline. It is the discipline that integrates the
disciplines, fusing them into a coherent body of
theory and practice. It keeps them from being
separate gimmicks or the latest organization change
fads. Without a systemic orientation, there is no
motivation to look at how the disciplines interrelate.
By enhancing each of the other disciplines, it
continually reminds us that the whole can exceed the
sum of its parts
72. Comes from seeing:
• How learning disabilities are related to “alternative ways of
thinking” in complex situations
• When people realize that their problems, and their hopes for
improvement, are inextricably tied to “how they think”
• They also discover a bit of timeless wisdom delivered years ago
by Walt Kelly: "We have met the enemy and he is us.“
• Requires a conceptual framework of "structural" or systemic
thinking, the ability to discover structural causes of behavior
• Enthusiasm for "creating future" is not enough
“Generative learning” cannot be sustained in an org where
event thinking predominates. It requires a conceptual
framework of "structural" or “Systemic Thinking”
74. • Event explanations: "who did what to whom“-
“reactive stance” - most common in contemporary
culture, and that is exactly why reactive
management prevails
• Pattern of behavior: to break the grip of short-
term reactiveness; “suggest how, over a longer
term, we can respond to shifting trends”
• “Structural" explanation: least common and most
powerful; focuses on answering the question,
"What causes the patterns of behavior?"
75. • How orders placed
• Shipment movements
• Inventory interact to generate the observed
patterns of instability and amplification
• Taking into account the effects of built-in delays in
filling new orders, and the vicious cycle that arises
when rising delivery delays lead to more orders
placed
76. • Addresses the underlying causes of behavior at a
level that patterns of behavior can be changed
• Structure produces behavior, and changing
underlying structures can produce different
patterns of behavior
• Structural explanations are inherently generative
• Structure in human systems includes the
"operating policies" of the decision makers in the
system, redesigning our own decision making
redesigns the system structure