Legal responsibilities Ethical responsibilities Discretionary responsibilities Organisational responses to social demands Obstructive response Denies responsibility and obstructs investigation, concerned with meting economic responsibilities only. Defensive response Admits some errors, defends self but does not obstruct. Accommodative response Accepts social responsibility to comply with public interest. Proactive response Seeks to learn what is in public interest and to respond without external pressure, concerned with meeting economic, legal, ethical and discretionary responsibilities. Leadership by example: leaders make a commitment to ethical values and help other throughout the organisation to embody and reflect those values. Code of ethics – a formal statement of the organisations values regarding ethics and social issues. Decision-making steps Recognition of decision requirement Diagnosis and analysis of causes Development of alternatives Selection of desired alternative Implementation of chosen alternative Evaluation and feedback. Lecture 5 - Leading in organisations Leadership – the ability to influence people towards the attainment of organisational goals. Power – the ability to get someone else to do something you want or to make things happen the way you want. Position Power – centrality, support, visibility Legitimate power – power derived from a persons position or job in an organisation. – temporary compliance Reward power – baed on the capacity to provide valued rewards to others. – temporary compliance Coercive power – power based on the ability to punish and threaten others – temporary compliance plus resistance. Personal Power – expertise, likable personality.
Lecture 8 – Organisational Structure and Design Organisational Structure – the framework in which the organisation defines how task are divided, resources are deployed and departments are coordinated. Set of formal task assigned to individuals and departments Formal reporting relationships Design of systems to ensure effective coordination of employees across departments. When the task becomes to large – division of labour, need for coordination. Work Specialisation – the degree to which organisational task are subdivided into individual jobs, also called division of labour. of command – an unbroken line of authority that links all individuals in the organisation and specifies who reports to whom. Authority – the formal and legitimate right of a manager to make decisions, issue orders and allocate resources. Reponsibility – the duty to perform an assigned task or activity. Delegation – process managers use to transfer authority and responsibility to positions below them in the hierarchy. Span of control The number of employees who report to a supervisor Tall v flat structure. Tall structure – narrow span of control
Lecture 11 – Effective Management, Innovation and Change Effective management – fundamental practices common to effective organisations. Leadership practices People management practices Customer focus practices Quality and process management practices Innovation management practices Knowledge management practices. Invention – is the act of discovery of a new idea. Innovation – occurs when that invention is developed and commercialized for a market. It is the act of converting new ideas into usable applications that ideally have positive economic or social consequences. Innovation= Invention + Commercial Exploitation. Incremental innovations – new products or processes that modify existing ones. Radical innovations – breakthrough products that are new-to-the-world and offer significant performance solutions to a consumer problem. Product innovation – a change in the organisations product or service outputs. (results in new products or services). Process (technology) innovation – a change that pertains to the organisations production process. (results in better ways of doing things). Social Innovation – is a novel solution to a social problem that is more effective, efficient, sustainable, or just than present solutions and for which the value created accrues primarily to society as a whole rather than private individuals/organisations.