false sense of certainty

impedes change and adaptation

detachment of planners

1. Set Goals - specific, measurable, attainable, realistic, timely

2. Develop Commitment - the determination to achieve a goal is increased by setting goals

3. Developing Effective Action Plans- specific steps, people, resources, time period.

4. Tracking Progress- proximal and distal goals, gather and provide performance feeback

5. Maintaining Flexibility- option-based approach (keep options open by making small, simultaneous investments in many alternative plans). maintain slack resources (cushion of resources)

Planning from Top to Bottom

Top

strategic - clarify how the company will serve customers and position itself against competitors. Purpose statement (org. mission or vision, reason for existing)

Planning from Top to Bottom

Lower

Decision Making

1. Define the problem

2. Identify Decision Criteria

3. Weight the Criteria

4. Generate Alternative Course of Action

5. Evaluate Each Alternative

6. Compute the Optimal Decision

Maximize decisions by choosing the optimal solution

Satisficing- choosing a good enough alternative, seems adequate but is less than optimal

Structured conflict

Nominal Group Technique

Delphi Technique

Electronic Brianstorming

1. view problems from multiple perspectives

2. find and access more information

3. generate more alternative solutions

4. more committed to making solutions work

Disadvantages of Group Decision Making

1. susceptible to to group think and considering a limited number of solutions 

2. takes considerable time

3. one or two dominate discussions

4. members don't feel personally accountable to decisions

c-type or cognitive- focuses on issue related differences of opinion

a-type or affective refers to the emotional reactions that can occur when disagreements become personal

Assigns an individual or a subgroup the role of critic

1. Generate a potential solution

2. Assign a devil's advocate to criticize and question solution

3. Present the critique of the potential solution to key decision makers

4. Gather additional relevant information

5. Decide whether to use, change, or not use the originally proposed solution

1. Quiet time when group members independently write down as many problem definitions and alternative solutions as possible

2. Leader ask each group member to share one idea at a time with the group. Read aloud, and post for all group to see.

3. Discuss advantages and disadvantages to the ideas

4. Second quiet time in which group members rank the ideas presented

5. Read rankings aloud, and the highest avg. rank is selected.

1. Generate potential solutions

2. Identify assumptions underlying a potential solution

3. Generate conflicting counter proposal based on opp. assumption

4. Have each position present argument and engage in debate against decision makers

5. Decide whether to use, change, not use.

Creates c-type by forcing decision makers to state assumptions of the proposed solution and then generate a solution that is opposite of the proposed solution

1. Assemble panel of experts

2. Questions are open ended

3. Summarize their responses and feedback until agreement

4. Create brief report to send to panel

5. Continue feedback process until they agree

a decision making method in which group members use computers to build on each others ideas and generate many alternative solutions

1. more ideas the better

2. all ideas are acceptable

3. other group members ideas should be used to come up with more ideas

4. criticism is not allowed

Rare Resources

Valuable Resources

Imperfectly Imitable

Nonsubstitutable

1. Asses the need for strategic change

a. avoid competitive interia

b. look for strategic dissonance

2. Conduct a stituational analysis

a. SWOT

3. Choose strategic alternatives

a. risk avoiding strategy

b. risk taking strategy

c. strategic reference points

1. Acquisitions (other companies buy), unrelated diversification (creating or acquiring a company in unrelated business), related diversification (owning stocks in a variety of different industries), single businesses

2. Boston Consulting Group Matrix - (Stars, Question Marks, Cash Cows, Dogs)

1. Acquiring unrelated business is not useful

2. BCG matrix yields incorrect judgement about company potential

3. Using BCG matrix can also weaken the strongest performer in the company portfolio, the cash cow

1. bargining power of customers

2. threat of substitutions

3. bargining power of supplier

4. threat of new entrants

Rivalry

Cost leadership

differentiation

focus

1. market commonality (attack)

2. Resource similarity (response)

Technology Cycle

managing sources of innovation

managing during discontinous change

mangaging during incremental change

intuition

flexible options

hands on experience

1. Design Iterations

2. Testing

3. Milestones

4. Multifunctional Teams

5. Powerful Leaders

1. Blinded- key managers fail to recognize the interal or external changes that will harm their org.

2. Inaction- problems become more visible, mgmt may recognize the need to change but still take no action

3. faculty action - announce belt tightening plans designed to cut cost, increase effiency, and restore profits.

4. crisis- bankruptcy or dissolution is likely to occur unless the company completely reorganizes the way it does business

5. dissolution- failing to make changes needed the company is dissolved

Unfreezing - share reasons, emphasize, communicate

Change- explain, champion, create opportunites for feedback, time is right, offer security, educate, don't rush

Refreezing - top management support, reinforce

Unfreezing- not a great enough sense of ugrency, not enough guilding coalition

Change- lacking a vision, undercommunicating vision by factor of ten, not removing obstacles to new vision, not planning and creating short term wins

Refreezing - declaring victory to soon, not anchoring changes in the corp. culture

1. set measurable, short term goals to improve performance

2. make sure your action steps are liekly to improve measured performance

3. stress the importance of immediate improvements

4. solicit help from consultants and staffers to achieve quick improvements in performance

5. test action steps to see if they actually yield improvements

6. use resources you have or that can be easily required

education and communication

participation

negotiation

managerial support

coercion

results driven change

general electric workout

organizational development

transition management team

entry

startup

assesment and feeback

action planning

intervention

evaluation

adoption

seperation

sociotechnical systems

survey feedback

team building

unit goal setting

counseling/coaching

training