The document discusses several key aspects and issues related to business exchanges:
1. Exchanges between individuals and groups have both existential and economic meaning, and involve both abstract and concrete elements.
2. Ongoing exchange requires consideration of multiple stakeholders, complex dynamics, and issues of comparative value and power between parties.
3. Stability in exchange relationships can be achieved through various structural and interpersonal arrangements, each with strengths and weaknesses, such as competition, social/cultural norms, family ties, government control, religious institutions, and leadership preferences.
4. Resolving differences and changes over time requires abilities like anticipating issues, assessing multiple perspectives, and clarifying values through open communication
This chapter discusses various perspectives on power in organizations. It begins by outlining traditional views of status and power, including French and Raven's five bases of power (reward, coercive, referent, expert, and legitimate) and Weber's dimensions of power. It then examines interpretive, critical, and post-structuralist perspectives. Interpretive views see power arising from shared meanings constructed through communication. Critical views analyze how power relations and ideologies legitimate inequality and domination. Post-structuralist views emphasize the multiple possible meanings of communications and actions.
This document discusses culture and how it affects managerial approaches. It begins by defining culture and listing some key characteristics of culture. It then discusses how cultural values can differ across countries in areas like decision making, risk taking, and rewards. Several dimensions of culture are presented, including power distance, uncertainty avoidance, individualism vs collectivism, and short vs long term orientation. Specific examples are given to illustrate how each dimension may influence managerial practices. Hofstede's model of cultural dimensions is also introduced. In summary, the document analyzes how cultural factors shape values and behavior in organizational settings globally.
HR Strategies for managing conflict in international organizations. There are different views on the nature and impact of conflict. Some see conflict as inherently harmful while others see it as natural and even necessary for growth. Culture also influences how conflict is viewed and handled, with more individualistic cultures tolerating open conflict better than collectivist cultures. Effective conflict resolution requires understanding these cultural differences and using appropriate strategies like cooperation, compromise, and mediation tailored to the specific situation. International organizations face additional complexities in managing conflict due to factors like cultural differences, geographically dispersed operations, and varied laws and practices across countries.
The document discusses the political frame for analyzing organizations. Some key points:
1. Organizations are coalitions of various individuals and interest groups with sometimes competing goals and priorities.
2. Important decisions involve allocating scarce resources, which inevitably leads to conflict as groups compete for what they want.
3. Power and negotiation are essential for resolving conflicts and moving goals and decisions forward. Goals emerge through bargaining among stakeholders rather than being set strictly from the top.
Cross Cultural Management Focus on Thailand july 2013Peter Cauwelier
A presentation I shared at the workshop on cross cultural management organized by Dataconsult end July in Bangkok. Focus on how Thailand compares with other countries on the Hofstede dimensions.
This document discusses how management buyouts can lead to entrepreneurial growth through changes in managerial incentives and cognition. It develops a model showing how buyouts can stimulate efficiency gains, catch-up innovations, and radical strategic innovations depending on whether managerial cognition remains managerial or shifts to an entrepreneurial mindset. By expanding managerial discretion and aligning ownership with management, buyouts encourage entrepreneurial thinking and risk-taking that can uncover new growth opportunities beyond just improving efficiency.
The document outlines the Seven Dimensions of Culture as defined by Trompenaars Hampden-Turner (THT), a research consulting firm. The seven dimensions are: 1) Universalism vs Particularism, 2) Individualism vs Communitarianism, 3) Specific vs Diffuse, 4) Neutral vs Affective, 5) Achievement vs Ascription, 6) Time Orientation, and 7) Internal vs External. These dimensions describe the areas in which cultural values can vary and provide a framework for understanding differences in how people and organizations interact across cultures.
New World Foundation describes its grantmaking strategy and offers advice to funding colleagues on how to work towards social justice by supporting community work.
This chapter discusses various perspectives on power in organizations. It begins by outlining traditional views of status and power, including French and Raven's five bases of power (reward, coercive, referent, expert, and legitimate) and Weber's dimensions of power. It then examines interpretive, critical, and post-structuralist perspectives. Interpretive views see power arising from shared meanings constructed through communication. Critical views analyze how power relations and ideologies legitimate inequality and domination. Post-structuralist views emphasize the multiple possible meanings of communications and actions.
This document discusses culture and how it affects managerial approaches. It begins by defining culture and listing some key characteristics of culture. It then discusses how cultural values can differ across countries in areas like decision making, risk taking, and rewards. Several dimensions of culture are presented, including power distance, uncertainty avoidance, individualism vs collectivism, and short vs long term orientation. Specific examples are given to illustrate how each dimension may influence managerial practices. Hofstede's model of cultural dimensions is also introduced. In summary, the document analyzes how cultural factors shape values and behavior in organizational settings globally.
HR Strategies for managing conflict in international organizations. There are different views on the nature and impact of conflict. Some see conflict as inherently harmful while others see it as natural and even necessary for growth. Culture also influences how conflict is viewed and handled, with more individualistic cultures tolerating open conflict better than collectivist cultures. Effective conflict resolution requires understanding these cultural differences and using appropriate strategies like cooperation, compromise, and mediation tailored to the specific situation. International organizations face additional complexities in managing conflict due to factors like cultural differences, geographically dispersed operations, and varied laws and practices across countries.
The document discusses the political frame for analyzing organizations. Some key points:
1. Organizations are coalitions of various individuals and interest groups with sometimes competing goals and priorities.
2. Important decisions involve allocating scarce resources, which inevitably leads to conflict as groups compete for what they want.
3. Power and negotiation are essential for resolving conflicts and moving goals and decisions forward. Goals emerge through bargaining among stakeholders rather than being set strictly from the top.
Cross Cultural Management Focus on Thailand july 2013Peter Cauwelier
A presentation I shared at the workshop on cross cultural management organized by Dataconsult end July in Bangkok. Focus on how Thailand compares with other countries on the Hofstede dimensions.
This document discusses how management buyouts can lead to entrepreneurial growth through changes in managerial incentives and cognition. It develops a model showing how buyouts can stimulate efficiency gains, catch-up innovations, and radical strategic innovations depending on whether managerial cognition remains managerial or shifts to an entrepreneurial mindset. By expanding managerial discretion and aligning ownership with management, buyouts encourage entrepreneurial thinking and risk-taking that can uncover new growth opportunities beyond just improving efficiency.
The document outlines the Seven Dimensions of Culture as defined by Trompenaars Hampden-Turner (THT), a research consulting firm. The seven dimensions are: 1) Universalism vs Particularism, 2) Individualism vs Communitarianism, 3) Specific vs Diffuse, 4) Neutral vs Affective, 5) Achievement vs Ascription, 6) Time Orientation, and 7) Internal vs External. These dimensions describe the areas in which cultural values can vary and provide a framework for understanding differences in how people and organizations interact across cultures.
New World Foundation describes its grantmaking strategy and offers advice to funding colleagues on how to work towards social justice by supporting community work.
Suitable Attire is an organization that collects professional attire to provide to unemployed men in Cincinnati. In their first annual drive, they collected over 500 items including suits, ties, dress shirts, and pants. The organization has received recognition from other non-profits in the area and plans to partner with them while continuing their mission and growing the program.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
This short document encourages the reader to turn on their speakers and click to advance slides, suggesting it is an audiovisual presentation. No other contextual or content information is provided about the topic or purpose of the presentation.
The document discusses the importance of developing effective messages in advertising. It covers developing messages around the 6 Ws - why, what, when, where, how and who. Key aspects of message development include understanding the target audience, crafting the right message for the product or service, and choosing appropriate media and creative execution. Effective messages must be integrated across different media channels while maintaining a consistent concept. Developing advertising messages requires understanding consumers, crafting promises that match reality, and a sense of social responsibility.
A protocol analysis session can capture several types of Ethernet errors including local collisions, remote collisions, late collisions, CRC/alignment errors, long and short packets, and jabber. Local collisions occur on the local segment and are considered normal up to 1% of overall traffic. Remote collisions indicate a problem on another segment. Late collisions mean a collision occurred after 64 bytes were transmitted, possibly due to a NIC that cannot hear properly. CRC/alignment errors above 2-3% of traffic suggest a problem with packet transmission. Long or short packets are outside the normal 64-512 byte frame size and may be caused by a failing NIC. Jabber occurs when a NIC continuously transmits garbled bits for over 1,518
Reputation Management In The Era Of Social MediaBen Maynard
The digital media leaders surveyed see social media as now integral to their business operations. Over 80% said social media is a key part of their communications mix and is playing a significant role in other areas like sales and customer service. While traditional media still drives much of their reputation, the power of social media buzz on reputation and sales is recognized. Most view several social media platforms as already essential, with more agreeing they will be in the next 12 months, though some caution about credibility of information shared remains. Monitoring influence and how information spreads across digital and traditional media is important but challenges in measurement exist.
The document outlines an agenda and presentation on search engine optimization (SEO). It discusses how search engines work, including their components like crawlers and databases. It covers the basics of SEO, the optimization process, and technical aspects like keywords, links and crawler-friendly design. The presentation emphasizes following best practices and avoiding black hat techniques to improve search rankings organically through high-quality content and links.
This document provides an overview of lesson 3 from an Internet marketers bootcamp. It discusses finding keyword research tools like Google Adwords and Keyword Discovery. It also covers researching domain names by considering keywords and brands, and checking availability on services like 1and1. The lesson emphasizes that Google now prefers branded domains to keyword domains and discusses using tools like Niche Finder and IdeaFisher to help choose a brand name. The document concludes by advertising additional training opportunities.
This document discusses four types of graphs used in statistics: a frequency graph, relative frequency graph, frequency polygon, and ogive graph. It appears to be part of a PowerPoint presentation for a group project in a PREP 3 class.
A poor boy who was selling clothes to pay for his education was hungry and asked a woman for food. She gave him a large glass of milk instead of just water. Years later, when the woman became gravely ill, the doctor who was called in to help was the same boy, and he made sure to save her life without charging for his services, paying her bill with "a glass of milk." The story illustrates that acts of kindness can come back to help you when you least expect it.
In our third session we covered the second half of our language crash course. This session addresses Arrays, Hashes, Symbols, Control Structures, Regular Expressions, Blocks and Iterators.
The document discusses team building and effective teams. It outlines the four stages of group growth - forming, storming, norming, and performing - and describes the behaviors associated with each stage. Characteristics of highly effective teams include clarity, commitment, empowerment, teamwork, and purpose. The document provides suggestions for improving teams and includes a scenario and exercise related to team building.
El documento proporciona instrucciones sobre cómo describir objetos, personas y paisajes de manera objetiva y subjetiva. Explica que una descripción debe incluir detalles observables como características, forma, tamaño, composición y ubicación; y también puede incluir sentimientos y opiniones. Luego presenta un ejemplo de descripción objetiva de una cebolla y uno subjetivo de una cebolla. Finalmente, pide realizar un ejercicio de descripción.
This document provides summaries of several passages from the New Testament, beginning with introductions to the Gospels and their authors. It then summarizes key events from Jesus' life, including the Annunciation, Nativity, Flight into Egypt, Jesus among the doctors, his healing and preaching, the Sermon on the Mount, calming the storm, exorcisms, and walking on water. The summaries are brief, highlighting the essential people, places and events in 3 sentences or less per passage.
The document discusses the nature of negotiations, noting that they occur to share resources, create new opportunities, or resolve disputes between parties. It defines negotiation as seeking win-win agreements, unlike bargaining which is win-lose, and outlines characteristics of negotiation situations like having interdependent goals and alternatives that shape negotiations. The document also examines approaches to negotiation like value claiming, value creating, and managing conflict constructively.
Negotiation skills cross cutting issues in negotiationsSamuel Nymgbo
This document discusses cross-cutting issues in negotiation. It covers key cultural variables that influence negotiations such as high versus low context cultures. It also discusses the basic approaches to negotiation including positional bargaining and interest-based negotiations. Positional bargaining focuses on advocating positions to meet individual interests, while interest-based negotiations identify all parties' interests and develop options to address them. The document provides examples of when each approach may be used and strategies for coordinating different approaches between negotiators.
Suitable Attire is an organization that collects professional attire to provide to unemployed men in Cincinnati. In their first annual drive, they collected over 500 items including suits, ties, dress shirts, and pants. The organization has received recognition from other non-profits in the area and plans to partner with them while continuing their mission and growing the program.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
This short document encourages the reader to turn on their speakers and click to advance slides, suggesting it is an audiovisual presentation. No other contextual or content information is provided about the topic or purpose of the presentation.
The document discusses the importance of developing effective messages in advertising. It covers developing messages around the 6 Ws - why, what, when, where, how and who. Key aspects of message development include understanding the target audience, crafting the right message for the product or service, and choosing appropriate media and creative execution. Effective messages must be integrated across different media channels while maintaining a consistent concept. Developing advertising messages requires understanding consumers, crafting promises that match reality, and a sense of social responsibility.
A protocol analysis session can capture several types of Ethernet errors including local collisions, remote collisions, late collisions, CRC/alignment errors, long and short packets, and jabber. Local collisions occur on the local segment and are considered normal up to 1% of overall traffic. Remote collisions indicate a problem on another segment. Late collisions mean a collision occurred after 64 bytes were transmitted, possibly due to a NIC that cannot hear properly. CRC/alignment errors above 2-3% of traffic suggest a problem with packet transmission. Long or short packets are outside the normal 64-512 byte frame size and may be caused by a failing NIC. Jabber occurs when a NIC continuously transmits garbled bits for over 1,518
Reputation Management In The Era Of Social MediaBen Maynard
The digital media leaders surveyed see social media as now integral to their business operations. Over 80% said social media is a key part of their communications mix and is playing a significant role in other areas like sales and customer service. While traditional media still drives much of their reputation, the power of social media buzz on reputation and sales is recognized. Most view several social media platforms as already essential, with more agreeing they will be in the next 12 months, though some caution about credibility of information shared remains. Monitoring influence and how information spreads across digital and traditional media is important but challenges in measurement exist.
The document outlines an agenda and presentation on search engine optimization (SEO). It discusses how search engines work, including their components like crawlers and databases. It covers the basics of SEO, the optimization process, and technical aspects like keywords, links and crawler-friendly design. The presentation emphasizes following best practices and avoiding black hat techniques to improve search rankings organically through high-quality content and links.
This document provides an overview of lesson 3 from an Internet marketers bootcamp. It discusses finding keyword research tools like Google Adwords and Keyword Discovery. It also covers researching domain names by considering keywords and brands, and checking availability on services like 1and1. The lesson emphasizes that Google now prefers branded domains to keyword domains and discusses using tools like Niche Finder and IdeaFisher to help choose a brand name. The document concludes by advertising additional training opportunities.
This document discusses four types of graphs used in statistics: a frequency graph, relative frequency graph, frequency polygon, and ogive graph. It appears to be part of a PowerPoint presentation for a group project in a PREP 3 class.
A poor boy who was selling clothes to pay for his education was hungry and asked a woman for food. She gave him a large glass of milk instead of just water. Years later, when the woman became gravely ill, the doctor who was called in to help was the same boy, and he made sure to save her life without charging for his services, paying her bill with "a glass of milk." The story illustrates that acts of kindness can come back to help you when you least expect it.
In our third session we covered the second half of our language crash course. This session addresses Arrays, Hashes, Symbols, Control Structures, Regular Expressions, Blocks and Iterators.
The document discusses team building and effective teams. It outlines the four stages of group growth - forming, storming, norming, and performing - and describes the behaviors associated with each stage. Characteristics of highly effective teams include clarity, commitment, empowerment, teamwork, and purpose. The document provides suggestions for improving teams and includes a scenario and exercise related to team building.
El documento proporciona instrucciones sobre cómo describir objetos, personas y paisajes de manera objetiva y subjetiva. Explica que una descripción debe incluir detalles observables como características, forma, tamaño, composición y ubicación; y también puede incluir sentimientos y opiniones. Luego presenta un ejemplo de descripción objetiva de una cebolla y uno subjetivo de una cebolla. Finalmente, pide realizar un ejercicio de descripción.
This document provides summaries of several passages from the New Testament, beginning with introductions to the Gospels and their authors. It then summarizes key events from Jesus' life, including the Annunciation, Nativity, Flight into Egypt, Jesus among the doctors, his healing and preaching, the Sermon on the Mount, calming the storm, exorcisms, and walking on water. The summaries are brief, highlighting the essential people, places and events in 3 sentences or less per passage.
The document discusses the nature of negotiations, noting that they occur to share resources, create new opportunities, or resolve disputes between parties. It defines negotiation as seeking win-win agreements, unlike bargaining which is win-lose, and outlines characteristics of negotiation situations like having interdependent goals and alternatives that shape negotiations. The document also examines approaches to negotiation like value claiming, value creating, and managing conflict constructively.
Negotiation skills cross cutting issues in negotiationsSamuel Nymgbo
This document discusses cross-cutting issues in negotiation. It covers key cultural variables that influence negotiations such as high versus low context cultures. It also discusses the basic approaches to negotiation including positional bargaining and interest-based negotiations. Positional bargaining focuses on advocating positions to meet individual interests, while interest-based negotiations identify all parties' interests and develop options to address them. The document provides examples of when each approach may be used and strategies for coordinating different approaches between negotiators.
This document discusses organizational communication and culture. It provides definitions of interpersonal communication and culture. Culture is defined as a system of activities and discourses codified by a group over time. The document examines models of organizational culture, including Hofstede's 5 cultural dimensions of power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and long vs short term orientation. It also discusses the GLOBE model and its 9 cultural dimensions.
This document discusses collective action and rural management problems. It notes market and government failures, uncertainty, lack of bargaining power, and inability to harness economies of scale as problems. Solutions proposed include developing collective action mechanisms managed by communities to serve shared interests through trust, reducing uncertainty, harnessing economies of scale, market linkages, and technology. Collective action requires involvement of a group working towards a common goal through various contributions. Institutionalization of collective action can reduce transaction costs and uncertainty. The role of managers is to identify transaction costs and build institutions to reduce them by establishing formal rules and regulations and implementing/monitoring compliance.
Trade creates value and wealth through specialization and comparative advantage. When countries or individuals specialize in producing goods where they have a lower opportunity cost and trade for goods that others produce at a lower cost, it leads to increased global production and better living standards. While technical efficiency focuses on inputs and outputs, economic efficiency considers the subjective values of both producers and consumers. Markets help discover comparative advantages and enable gains from specialization and trade through the exchange of property rights and discovery of relative prices.
This chapter introduces key concepts about negotiation. It defines negotiation as situations involving two or more interdependent parties who are seeking agreement rather than fighting, capitulating, or taking their dispute to a third party. Negotiations can be either distributive, where one party wins what the other loses, or integrative, allowing mutual gains. Conflicts arise from divergent interests but can have benefits if managed constructively through open communication and understanding different perspectives. The chapter outlines different levels and styles of conflict management.
The document discusses why organizational culture is difficult to change. It argues that an organization and its culture are both environments that interact and influence each other. Modifying one has the potential to affect the other significantly. An organization's structures facilitate some behaviors and inhibit others, while a culture reinforces some intentions and resists others. The culture generally affects the organization more than the organization affects the culture. For an organization to change its culture, it needs to change the incentives and security it provides to key actors in order to encourage new behaviors and a recomposition of the organization that better achieves its mission.
Training Slides of Advanced Negotiation Communication & Presentation Skills , discussing the importance of Negotiation Skills.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Training Slides of Negotiation & Conflict Management in Organization, discussing the importance of Negotiation Skills.
Some Key-Points:
- Stages of Negotiation
- Approaches to Negotiation
- The Five Communication Styles
For further information regarding the course, please contact:
info@asia-masters.com
This document discusses various forces in the external environment that influence organizations, including economic, cultural, demographic, technological, competitive and political-legal forces. It describes how factors like the economy, culture, technology changes, competitors and government policies can impact organizations. It also discusses managing organizations globally and the challenges of operating in different country environments due to differences in factors like culture, laws and trade agreements.
Cultures of collaboration nathan loynesNathan Loynes
The document discusses organizational culture and collaboration. It describes Charles Handy's four typologies of organizational culture: role culture, power culture, task culture, and person culture. These cultures can help explain dynamics in the public, voluntary, and children's sectors. Effective collaboration requires flexible leadership that employs different conflict management styles. While policies promote multi-agency collaboration, tensions exist. Organizational culture and leadership approaches can help address these tensions to better support integrated care for children and families.
Title: Conflict Management Essentials
Slide 1: Title Slide
Title: Conflict Management Essentials
Subtitle: Navigating Challenges in the Workplace
Your Name
Date
Slide 2: Introduction
Briefly introduce the topic of conflict management.
Explain why it's essential in the workplace.
Set the tone for the presentation.
Slide 3: Understanding Conflict
Define conflict and its types (e.g., interpersonal, intrapersonal, organizational).
Provide examples of common workplace conflicts.
Slide 4: Causes of Conflict
Identify common causes of conflict in professional settings.
Discuss the role of miscommunication and misunderstandings.
Slide 5: The Impact of Conflict
Highlight the negative consequences of unresolved conflicts.
Emphasize how conflicts can affect productivity, morale, and relationships.
Slide 6: Conflict Resolution Styles
Present different conflict resolution styles (e.g., avoidance, accommodation, collaboration).
Explain when each style is most appropriate.
Slide 7: Conflict Resolution Process
Outline a step-by-step conflict resolution process.
Include strategies for active listening and empathy.
Slide 8: Communication Skills
Provide tips on effective communication during conflicts.
Address non-verbal communication and body language.
Slide 9: Managing Emotions
Discuss the importance of emotional intelligence in conflict management.
Offer techniques for managing emotions during disputes.
Slide 10: Mediation and Third-Party Involvement
Explain the role of mediation in resolving conflicts.
Discuss when and how to involve a third party (e.g., HR, supervisor).
Slide 11: Case Studies
Share real-world examples of conflict scenarios and their resolutions.
Highlight successful conflict management techniques.
Slide 12: Conflict Prevention
Offer strategies for preventing conflicts before they escalate.
Emphasize the importance of creating a positive work environment.
Slide 13: Tools and Resources
Mention conflict management tools and resources available to employees.
Include books, courses, and conflict resolution software.
Slide 14: Q&A
Open the floor for questions and discussion.
Slide 15: Conclusion
Summarize key points.
Reinforce the importance of conflict management skills.
Thank the audience for their attention.
Slide 16: Contact Information
Provide your contact details for further inquiries.
Slide 17: Thank You
Express your gratitude for the audience's time and attention.
Invite them to connect with you for more information.
Slide 18: Additional Resources
List recommended reading materials or websites for further learning.
Slide 19: References
Cite any sources or references used in the presentation.
Slide 20: Questions?
Reiterate the opportunity for questions and discussion.
Remember to use engaging visuals, concise text, and clear graphics to complement your presentation on SlideShare.net. Keep the slides visually appealing and ensure that the content flows logically to effectively convey the importance of conflict management in the workplace.
This document discusses ethics in business. It defines business ethics as examining ethical rules and principles in a commercial context. Companies are increasingly concerned with ethics due to fraud scandals. There are challenges to international business ethics as values differ across cultures with no universal code. Acting ethically can help ensure sustainable development, healthy relationships, and competitive advantage. Effective business ethics involves outlining both rigid values like honesty and flexible values that may vary by situation. An ethical framework for international cooperation requires agreement on rigid values while adapting flexible values across cultures.
People and organisations presentation oxfam appleTodd Spiers
Apple went from near bankruptcy to the most valuable technology company in the world with $100 billion in cash reserves. Oxfam is one of the world's most respected charities aiming to tackle poverty in over 70 countries that has also experienced a turnaround in its retail operations. Both organizations value empowerment, inclusiveness, accountability, and collaboration.
Oxfam faced a decline in retail contributions in the late 1990s due to increased competition and a lack of strategic retail focus. A restructuring in the 2000s introduced new management, streamlined hierarchies, and instilled best human resources practices. This revitalized the brand and stabilized volunteer numbers while restoring trust in the organization.
Interpersonal Skills for Managers – Psychology in Business - Class 9. - Patte...Karol Wolski
This document discusses interpersonal skills for managers in cross-cultural business contexts. It outlines two "iron rules" - that the seller must adapt to the buyer, and that visitors should observe local customs. It then describes four patterns of cross-cultural business behavior: dealing vs relationship-focused cultures, informal vs formal cultures, rigid-time vs fluid-time cultures, and expressive vs reserved cultures. Finally, it outlines Geert Hofstede's cultural dimensions including power distance, individualism, masculinity, uncertainty avoidance, and long-term orientation.
1. Conflict arises when one party feels another has negatively affected something they care about, such as incompatible goals or different interpretations of facts.
2. Views of conflict have transitioned from seeing it as purely harmful, to recognizing it as natural and sometimes necessary for group performance.
3. Negotiation is an exchange between parties to agree on terms, and can be distributive, seeking to divide a fixed amount, or integrative, creating a win-win solution.
4. Managing conflict effectively requires creating a win-win situation, defusing tensions immediately, and finding opportunities in disputes.
Agile Network India | Connected leadership | Jaydeep JodhpuraAgileNetwork
1) The document discusses the evolution from a consumption economy to an experience economy to a people economy, where customers seek meaning and identity through relationships rather than just products or experiences.
2) It argues that organizations need to shift from treating people as resources to engaging them in co-creating meaning through relationships and communities. Connected leadership is needed to build the social and moral connections that facilitate this.
3) Key components of connected leadership include using personal influence to strengthen informal social networks, giving meaning to relationships, and encouraging dialogue to secure engagement from customers and employees.
Similar to Slide set 4 some fundamentals of business (20)
This slide set identifies some of the crucial intersections of ethical tensions. It was designed to help generate discussions related to essential ethical questions.
This document discusses various paradoxes that arise during organizational change efforts. It presents 12 pairs of tensions or contradictions that change leaders must navigate, such as visible vs invisible changes, planned vs emergent changes, and certainty vs uncertainty. For each tension, it provides a brief explanation of how both sides are important to consider during change. The overall message is that productive change requires addressing contradictory demands and imagining how they can be united creatively rather than seeing them as oppositional forces. Change involves balancing many paradoxes to achieve unusual insights and initiatives.
This document outlines observations about managing organizational change. It notes that change is a complex process that involves multiple interacting variables at different levels and requires navigating institutional, interpersonal, and individual forces. Successfully encouraging and adapting to change requires creative observations, understandings, decisions, and actions. Effective change advocates act as catalysts rather than commanders and help others create desired change while managing both positive and negative forces of change. Change produces both anticipated and unanticipated results and involves some degree of risk.
The document discusses the concept of POWER and its connection to strategic positioning, intention, and direction. It provides a proposed model for understanding the strategy-power connection. It then discusses various friends and enemies of establishing and sustaining strategic positioning, intention, and direction. Finally, it discusses how developing POWER can help with strategic positioning, intentionalizing, and directing through purposes like planned pursuit, openness, wholeness, excellence, and resiliency.
Srategic triangulation past, present and possibleSharon Johnson
The document discusses the concept of strategic triangulation, which involves using three related ideas or perspectives to gain greater insight. It outlines principles of past-present-possible triangulation, where an organization's past results, current responses, and desired future positioning are all active. Various strategic thinking triangles are proposed combining ideas related to an organization's analysis, actions, and anticipation, or other trios related to its past, present, and possible dimensions. Questions are provided to investigate each trio's potential for understanding an organization's strategic situation and shaping decisions.
The strategy diamond - purposing, positioning, performing and aPPpraisingSharon Johnson
The document discusses the four elements of the strategy diamond: purposing, positioning, performing, and appraising. Purposing establishes a clear vision and goals. Positioning develops the necessary resources to achieve those goals. Performing commits time and talent to achieve results through strategic actions and resilience. Appraising gathers evidence to assess results and understand what happened to inform future strategic decisions. Together these elements create strategic clarity and impact through an interactive and continuous process of refinement over time.
This five step process utilizes strategi analysis tools to help students better understand their personal and professional development challenges after graduation.
Targeting change efforts at organizational subsystemsSharon Johnson
This document discusses different approaches to organizational change interventions at the subsystem level. It identifies several "transformation arenas" that change efforts can target, each with their own perspectives, problems, promoters, perils, promises, and points. These arenas include decision-focused, psychologically-focused, learning-focused, economics-focused, politically-focused, entrepreneurially-focused, bureaucratically-focused, value-focused, and environmentally-focused change interventions. It observes that change is constantly occurring in organizations in different degrees and stages, but is also resisted for real and perceived reasons, and that not all resistance is negative.
Healthy systems share 14 universal qualities including purposefulness, differentiation, wholeness, interrelatedness, openness, transformation, control, rhythms, competition, decay and death, intelligent design, learning, sustainability, and equilibrium. Effective leaders understand and apply these systems principles to promote change, such as developing clear goals, celebrating differences among followers, and adapting to environmental changes.
Slide set 7 faith integration in business - stage perspectivesSharon Johnson
The document discusses several models for conceptualizing the development of faith integration in business. It describes a cycle with six stages - from an emerging awareness to a fully embodied stage where faith infuses all aspects of life. It also outlines four quadrants that track growth from an isolated view of faith and work to a fully integrated perspective. Additionally, it presents five levels of faith integration - from practices to underlying presuppositions. Finally, it discusses four perspectives on work and four stages of Christian growth from simplicity to humility.
Slide set 6 contrasting worldviews in businessSharon Johnson
The document contrasts different worldviews in business through a framework of locus of reality and value sets. It discusses several worldviews including cultural relativism, ethical egoism, Kantian ethics, natural law ethics, utilitarianism, and virtue ethics. For each view, it outlines key propositions, potential positives, and problems or challenges. The overall document provides a philosophic structure to analyze and compare different approaches to ethics and decision making in business.
Slide set 2 the nature and importance of a worldviewSharon Johnson
This document outlines the key elements of a worldview, both in general and specifically for businesses. It discusses worldviews as consisting of four main elements: presuppositions, narratives, systems of thought, and lifestyle implications. These elements shape how individuals and organizations perceive and interact with the world. A well-developed worldview can help create great workplaces by focusing on respect, fairness, credibility and pride. An explicitly Christian worldview places equal importance on people, organizations and God.
Systems foundations to organizational change and developmentSharon Johnson
1) The document discusses the 12 qualities of healthy natural systems from a systems perspective, including purposefulness, differentiation, wholeness, interrelatedness, openness, transformation, control, rhythms, competition, decay and death, intelligent design.
2) It argues that healthy systems marshal all their structure and processes to serve their purposes, have differentiated parts that specialize in different processes, and involve the sub-optimization of parts for the good of the whole system.
3) Healthy systems also demonstrate interdependence between parts, openness to and balance with their environment, efficient input-output processes, optimal controls, and cycles and patterns that preserve and restore the system.
Organizational change is always challenging to achieve due to various forces of resistance. A Christian worldview provides insights for transforming organizations through redemption, creation, and stewardship. Developing valid and reliable understandings of change is difficult due to its complexity, with change occurring in various ways and being viewed differently through different theories.
Strategy as analysis - company industry analysis toolsSharon Johnson
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Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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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.
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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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
2. Essay Slide Set Outline
• The Basic Point. Business involves exchange among human beings in community. That
exchange has existential AND economic meaning and involves both abstract and concrete
elements.
• The Necessity of Exchange. For a variety of individual, interpersonal and institutional
reasons, exchange is inevitable – and carries with a variety of choices and complexities.
• The Dynamics of Exchange. Exchange is a complex and challenging process.
• The Humanity of Exchange. Exchanges of goods and services are not merely mechanical
– they are woven into the fabric of human behavior.
• The Complexity of Exchange. No trading relationship is simple.
• The Terms of Exchange. All exchanges take place within a background of both shared and
unique value and power positions.
• The Facilitation of Exchange. Continuing exchange involves the assistance of various
individuals and institutions.
• The Stabilization of Change. Exchange relationships over time rely on cultural and
institutional support.
• The Adjudication of Exchange. Differences of interests and perspectives regarding the
trading relationship lead to a need to resolve conflicts.
• The Morality of Exchange. Exchange requires judgments about what is fair.
• The Issues of Exchange. All that we have said up to this point raises significant questions
whose resolution requires an ethical system embedded in a worldview.
3. The BASIC POINT
Existential Abstract Business is essentially about
exchange between individuals
Exchange and groups and how such
exchange is created and
Concrete Economic facilitated.
• The fundamental characteristics of exchange between
human beings demand a worldview.
– Exchanges between people are both existential (they reflect
and shape who we are as people) and economic (they reflect
and shape what we need as people).
– Exchanges between people are both abstract (they reflect and
shape our ideas and ideals as people) and concrete (they
reflect and shape our interests and industry as people)
4. The NECESSITY of exchange
• Human beings by nature and culture were created to
be partners in exchange
– Institutional factors
• Resource shortages require decisions about distribution
• Comparative and absolute advantage and specialization
encourage trading
– Interpersonal factors
• Dependency on others leads to trading
• Specialized roles means farmers and factory workers trade
• Hierarchy leads to owners and employees trading
– Individual factors
• Protection, procreation and productivity all require trading
• Identity and affirmation are derived from trading roles
5. The DYNAMICS of exchange and their
worldview implications
• The phases of exchange
• The humanity of exchange
• The complexity of change
• The terms of exchange
• The facilitation of exchange
• The stabilization of change
• The adjudication of exchange
• The termination of change
• The morality of exchange
The idea of developing a trading relationship, even in “simple”
cultures, raises a variety of issues. These issues can be addressed
formally (cultural norms and structures such as laws and courts) or
informally (group expectations and individual aspirations). Building
an on-going trading relationship
6. The PHASES of exchange
• Exchanges are dynamic
– they exhibit patterns of
creation, maintenance,
change, and
termination.
• Exchanges have life-
cycles or phases and PHASES OF
each carries different EXCHANGE
demands. Successful
exchange relationships
require sensitivity to the
ethical demands at each
stage of the
relationship.
7. The PHASES of exchange
• During the creation stage of
exchange relationships there Creation
needs to be a shared concern for
mutual rewards.
• During the maintaining stage of
exchange relationships there
needs to be a shared contribution
to mutual responsibility.
PHASES
• During the changing stage of Termination OF Maintenance
exchange relationships there EXCHANGE
needs to be a shared
commitment to mutual
responsiveness.
• During the terminating stage of
exchange relationships there
needs to be a shared Change
continuation of mutual respect.
8. The HUMANITY of exchange
• Key human
elements of CULTURAL NORMS
exchange
– The role of ASPIRATIONS (what I want
aspirations and for and from myself)
expectations
EXPECTATIONS (what others
– The role of want for and from me)
cultural norms
– The role of justice DISTRIBUTIVE (Social) JUSTICE
PROCEDURAL (Administrative) JUSTICE
RESTORATIVE (Compensatory) JUSTICE
RETRIBUTIVE (Corrective) JUSTICE
9. The HUMANITY of exchange
• Exchange interests (either individual or
mutual) may be compatible,
competing, or clashing.
• There are potential wins and YOU YOU
losses, and certain costs, in every WIN LOSE
exchange.
• Successful exchange relationships I Compatible Competing
require both parties to the WIN interests interests
exchange to magnify compatible
(win-win) interests wherever I Competing Clashing
possible, manage competing LOSE interests interests
interests (so that win-loss situations
are seen as fairly distributed), and
minimize clashing (lose-lose)
interests.
10. The HUMANITY of exchange
• This would seem more self-evident
here than it might be in the heat of
a bargaining situation.
– For instance, in labor strikes YOU YOU
WIN LOSE
we often have the situation
where both parties stand to
I Compatible Competing
lose, but engage in a bitter interests interests
WIN
conflict because of ego
needs.
I Competing Clashing
– In political situations we often LOSE interests interests
see a similar unfortunate
disposition on either side to
accept losses in order to
“prove a point” or not to be
seen as weak.
11. The COMPLEXITY of exchange
• Most exchanges have multiple
stakeholders.
– A stakeholder is a person or
organization who has an active interest
in or significant influence on the
process or outcome of the exchange.
– Successful exchange relationships
require patience and wisdom in dealing
with multiple interests/influences,
conflicting interests/influences, and
non-economic interests/influences.
– Choices and tradeoffs are required
because we have infinite demands
placed on finite resources.
– In almost every decision some
stakeholder interests are met while
others are not or are frustrated.
12. The TERMS of exchange –
comparative value, relative power.
• Exchanges involve both unique
and shared interests based upon
perceptions of comparative value
and relative power.
• Successful exchange relationships
require both parties to focus on
values that address both individual
and mutual interests, and ways to
negotiate differences in perceived
value and power.
– Failure to acknowledge and act on
the interests of others may work
once, or where there is a great power
imbalance.
– In the long run, no trading partner will
continue exchange where their values
and interests are not attended to in
some way.
13. The FACILITATION of exchange
• Ongoing exchange requires
the creation of a network or
Systematic
exchange context. Some call policing
this the “infrastructure of
exchange” and it involves Strategic
many elements: structures
– Shared values through culture
and communication Shared
– Strategic structures including values
money, banking, and credit
– Systematic policing through a
credible legal system and
enforcement capacity
14. The STABILIZATION of exchange
• Stability in exchange relationships can be accomplished
through a variety of structural or interpersonal arrangements,
each with its own strengths and weaknesses.
– Self-centered competition allows the terms of exchange to be
dictated by relative power differences among firms and
individuals.
• Those with the greater power (gained through force of talent, resource
access/ownership, strategy or guile, alliances and deals, and other such
means) are able to determine (and enforce) the terms of exchange over
those with less power.
• Such an arrangement encourages a potential useful economic outcome
(survival of the firms or individuals most capable of producing net-value
added for the market system) while also encouraging a potential harmful
ethical outcome (survival at whatever costs in terms of cheating,
gouging, monopolizing, bribing, ecological damage, etc.)
15. The STABILIZATION of exchange
• Stability in exchange relationships can be
accomplished through a variety of structural or
interpersonal arrangements, each with its own
strengths and weaknesses.
– Social tradition helps produce a close community AND
commercial alignment. That is, marketplace expectations
are reflective of societal norms.
• Our position in a social network determines our place in the
market.
• The upside is that exchange norms are reflective of and reinforced
by cultural and community norms, producing great stability.
• The downside is that there is little room to negotiate new exchange
norms, and “harmful” cultural/community practices (like classism
and racism and sexism) are perpetuated in the marketplace.
16. The STABILIZATION of exchange
• Stability in exchange relationships can be
accomplished through a variety of structural or
interpersonal arrangements, each with its own
strengths and weaknesses.
– Family bonds help build on family relationships by linking
occupation and financial support to blood and marriage
ties.
• Authority and responsibility become matters of kinship, not merely
economic matters of self interest.
• The stability produced by such a system comes at a personal cost
(like individual opportunity to challenge and change the system)
and an economic system cost as the competitive forces that lead
to rewarding greater efficiency and effectiveness are over-ruled by
non-economic family-emotional considerations.
17. The STABILIZATION of exchange
• Stability in exchange relationships can be accomplished
through a variety of structural or interpersonal arrangements,
each with its own strengths and weaknesses.
– Government control does raise the possibility that society’s interests
might be better represented in other than what others might consider
purely personal market place decisions.
• Thus, for example, workplace safety, which might be slighted by pure
market place competition, can be given greater weight in governmental
decisions.
• As another example, child labor, which might be advantageous
economically, could be limited because of greater non-economic interests
such as public health.
• The downside of such government control is found in the excessively
wasteful growth of government “red tape” and in the introduction of
political considerations into what some believe should be marketplace
determined matters (for example, waiting out a labor strike might be best
economically, but government rules might force a decision to settle that is
not economically sensible).
18. The STABILIZATION of exchange
• Stability in exchange relationships can be accomplished
through a variety of structural or interpersonal arrangements,
each with its own strengths and weaknesses.
– Religious institutions have, throughout history, exerted their
influence over the philosophy and practice of business.
• Through teachings that specify the character and conduct of business and
economic activity, religious institutions can specify the responsibilities and
rights of various parties to economic exchanges.
• The advantage of this influence is that at its best it influences both the
hearts and minds of the parties to an exchange allowing participants to
practice exchange responsibility because they want to not because they
have to.
• The disadvantages are that (1) religious leaders might seek to direct the
thinking of their adherents in ways that are harmful to exchange
relationships, (2) conformity to religious rules may become superficial or
cosmetic whereby exchange participants conform to the letter of the “law”
but deny the “spirit” of the law, and (3) conflicts between various religious
institutions can lead to harmful exchange attitudes (exclusion,
segregation) and actions (favoritism).
19. The STABILIZATION of exchange
• Stability in exchange relationships can be accomplished
through a variety of structural or interpersonal arrangements,
each with its own strengths and weaknesses.
– Leadership preferences do have the advantage of personalizing
market place decisions.
• Here, exchange norms are determined by the character and
thinking of key commercial/community leaders.
• To the degree that leaders are thoughtful and creative and capable
of acting well then marketplace decisions are enhanced.
• The downside is that poor leaders (and even good or well
intentioned leaders) make poor decisions. Even good leaders can
be inconsistent, selfish and ignorant.
20. The ADJUDICATION of exchange
issues – force, negotiation, arbitration.
• Exchange relationships are dynamic. Over time the
interests/influence of the parties to the exchange and of
related stakeholder change.
• Successful exchange relationships require the ability to
anticipate, assess and act on these changes from a multi-
party, long-term perspective.
• Changes in values are often the most difficult to assess
because of their complexity, and because often these values
are masked by ambiguous actions and may even be unclear
to the parties holding those values.
• It is critical to continue to raise the question of values in an
exchange relationship in order to clarify and reinforce
intentions and commitments.
21. The TERMINATION of exchange
• No human exchange lasts forever. As parties to the
exchange grow and alter, the attraction between
parties tends to diminish over time.
• The ending of an exchange relationship in ways that
honor the previous relationship AND keep open the
possibilities of a new relationship is crucial.
• Conditions for constructive termination
– Communication (seeking to be understood AND to
understand)
– Honesty (integrity)
– Respect
22. The MORALITY of exchange
• Exchange raises issues of right and wrong, of appropriate
and inappropriate. These issues require “settling” at two
levels: the individual and the interpersonal levels.
• Individual (perceived) equity
– How do I weigh my felt privileges and responsibilities?
– How advantaged or disadvantaged do I feel?
• Interpersonal (distributive) justice
– Buyer beware approach (look out for yourself)
– Might makes right approach (power = advantage)
– Competitive approach (contest between positions)
– Clan/community approach (what is right for the group)
– Judicial approach (appeal to reason and precedent)
– Philosophical approach (appeal to principles and logic)
– Spiritual approach (appeal to God, His Word, and His agents)
23. The MORALITY of exchange
• Qualities of exchange morality
appraisal Rewarding Injuring
– An effective exchange is appraised
as Responsible Imbalanced
• Rewarding (we both gain) Responsive Insensitive
• Responsible (we both are obligated)
Renegotiable Inflexible
• Responsive (we both care about the
other)
• Renegotiable (we both are willing to
adjust)
– An ineffective exchange is appraised
as
• Injuring(one of us gains, or loses, too
much)
• Imbalanced (the reward/cost ratio is
unacceptable)
• Insensitive (we only care about
advantaging ourselves)
• Inflexible(we will not adjust to new
conditions)
24. Some ISSUES of exchange (whose
resolution would differ according to the worldview
applied)
• Should exchange arrangements be a private concern, a marketplace
matter, and/or a public issue?
• How can the differences between parties to the exchange be resolved?
• What is truth in exchange communication (performance claims,
advertising)?
• What performance warranties can be expected AND enforced?
• What, if any, are the boundaries to be placed on individual and
institutional autonomy in exchanges?
• What are the relative strengths and weaknesses of market-place vs.
nonmarket-place solutions to exchange needs, rights and issues?
• How do we weigh the costs and benefits accruing to the various parties to
an exchange?
• Under what conditions, if any, should one party to the exchange be
permitted to alter or negate the exchange agreement?