Professional Documents
Culture Documents
Contents of Unit 2:
Creativity
Creative person and process
Team management
Organization Managing in a Global
Environment
CSR, Ethics
The 5 forces model Michael E.Porter
CREATIVITY
Creativity
ideas
or
concepts.
it
is
something
simply
the
act
of
making
new.
CREATIVITY
Creativity can be
used when
confronted with a decision making
problem.
People differ in their inherent
creativity.
To over come from routine.
CREATIVITY
Definition of Creativity
"Creativity is the ability to respond to all that
goes on around us, to choose from the hundreds
of possibilities of thought, feeling, action, and
reaction that arise within us, and to put these
together in a unique response, expression, or
message that carries moment, passion, and
meaning.
CREATIVITY
Exploring Creative Thinking Techniques
Visual Thinking Activities:
Perceptual, imagery, daydreaming, patterns
Idea Listing Activities:
Attribute listing, second best answer, checklist, just suppose
Writing Activities:
Webbing, mapping, reflection writing, story starters
Group Interaction Activities:
Simulation, role play, creative dramatics, six hats,
brainstorming,
Process-Product Activities:
Problem finding, problem defining, problem-based learning
Creativity Involves
Concepts:
Creative Organisations
Typically, advertising, media, music, arts and
entertainment organisations.
Creative organisations survive by their creative output be
that a magazine, and advertising campaign or a piece of
music.
To achieve this, they need to employ professional creative
individuals, but also professional managers to ensure
business success.
Creative People
Components of
Individual Creativity
TEAM MANAGEMENT
What is a team?
A team is a number of persons associated
together in work or activity: as a group on
one side (as in football or debate).
In other words, when one person cannot
accomplish a job alone and several
individuals must cooperate to fulfill a mission,
you need a team. The better the cooperation,
communication, and coordination among
team members, the more efficient the team
TEAM MANAGEMENT
Teamwork
Is close cooperation between cross-trained employees who
are familiar with a wide range of jobs in their organization
Team-building
Is high interaction among group members to increase trust
and openness
TEAM MANAGEMENT
MANAGING THE TEAM
Selection
- Analyzing Team roles
- Forming the Team
- Establishing Team goals
- Matching Team to Task
Bonding
- Establishing Team Trust
Development
- Balancing Skills within the Team
- Ways to formulate Goals
- Maximizing Team Performance
- Improving Team Efficiency
TEAM MANAGEMENT
Optimizing Performance
- Maximizing Performance
- Team Dynamics
- Four Stages of Team Development
- Managing Tactics
- Resolving Conflicts
Assessment
- Project or Goal Check
TEAM MANAGEMENT
Team Dynamics
Team and group dynamics are influenced by many factors, such as
The larger context in which the team operates,
The organization,
The team identity itself, and
The mix of individuals within the team.
The Context of the Team
The country and geographic region form a larger culture in which the
organization operates. All of these contribute to the economic, political,
technical, and cultural climates in which the organization, the team, and
the individuals operate.
The Organization
The kind of organization, such as business, or non-profit, along with the
organizational culture will influence the team functioning just as much as
the division of the organization such as sales, research, operations, etc.
TEAM MANAGEMENT
The Individuals
Within this mix of influences are the individual team members
who likely have specific kinds of work to perform and specific
roles on the team. Individual members influence the team
dynamics as well, so much so that when the composition of the
team changes, the team dynamics will change.
TEAM MANAGEMENT
TEAM BUILDING
Team building refers to a wide range of activities,
presented to businesses, schools, sports teams, religious or
nonprofit organizations designed for improving team
performance.
Team building is pursued via a variety of practices, and can
range from simple bonding exercises to complex simulations
and multi-day team building techniques designed to develop
a team (including group assessment and group-dynamic
games), usually falling somewhere in between.
TEAM MANAGEMENT
Improving communication
Making the workplace more enjoyable
Motivating a team
Getting to know each other
Getting everyone "onto the same page", including goal setting
Teaching the team self-regulation strategies
Helping participants to learn more about themselves (strengths and
weaknesses)
8. Identifying and utilizing the strengths of team members
9. Improving team productivity
10. Practicing effective collaboration with team members
TEAM MANAGEMENT
TEAM MANAGEMENT
Know the conditions favorable for development of high
performing teams
Voluntary team membership
Continuous service on the team
Full-time assignment to the team
An organization culture of cooperation and trust
Members report only to the project manager
Functional areas are represented on the team
The project has a compelling objective
Members are in speaking distance of each other
ORGANIZATION MANAGING
IN A GLOBAL ENVIRONMENT
ORGANIZATION MANAGEMENT
Organizational
managementis a commonmanagementstyle
for modern small businesses. Theorganizationalmethod
allows managersto break down the entire operation of a
department into several phases
McKinsey 7S
Model
The McKinsey 7S Framework is a
Management Model developed by well-known
business consultants Robert H. Waterman, Jr.
and Tom Peters (who also developed the MBWA-"Management By Walking Around" motif, and
authored In Search of Excellence) in the 1980s.
Structure
Basis for specialization and coordination, influenced primarily by
strategy and by organization size and diversity
Systems
Formal and informal procedures that support the strategy and
structure (Systems are more powerful than they are given
credit)
Style
Organizational culture: the dominant values, beliefs and norms
which develop over time and become relatively enduring features
of organization life
Management style: what managers do rather than what they say
(where they spend their time and attention, what they allow,
what they reward, etc)
Skills
Distinctive competencies what the company does best, ways of
developing or shifting competencies
Shared values
Guiding concepts, fundamental ideas around which a business is
built simple, usually stated at abstract level, have great
meaning inside the organization, although outsiders may not see
or understand them
McKinsey Report;
Organizational
Perspective from Global
View
.pdf file for reference
Corporate
Built-in,
self-regulating
mechanism
whereby a business monitors and ensures
its active compliance with the spirit of the
law, ethical standards, and international
norms
Corporate citizenship
Corporate
philanthropy
Corporate giving
Corporate community
involvement
Community relations
The aim
to be
the worlds
most
sustainable
retailer
3 Phases in CSR
Phase I
Phase II
Phase-I (1960-1990)
WWF
Phase II (1990-2000)
Earth Summit in Rio De Janeiro was held with 180
country delegations addressed ways to halt the
destruction of irreplaceable natural resources- 1991
EU announced framework of environmental
policies applicable to EU and its member states
1993-2000
2000
The UK government publishes its first review of
progress
towards
sustainable
development,
achieving a better quality of life.
Launch of FTSE4Good Index
World summit on sustainable development
Johannesburg succeeded in generating sense of
urgency ,commitment for action (220 partner ,
$235 million resource) were identified to
complement govt. commitment
*COCA
POLLUTION
*POLLUTION
*Ethical Responsibilities
Have an ethical obligation to do what is right &
fair and avoid harm.
*Legal Responsibilities
Obey the law
Law is Societies' codification of right & wrong
Do Green Practices
Benefits of CSR
*Satisfied Human Resource
*Brand Differentiation
*License to Operate
*Enhanced Public Image
*Perpetual Trust and Goodwill of People / Customers
*Greater Market Share
*Top of the Mind Awareness for People
*Less Risk
CSR Management:
Plan, Do, Check, Act method
Plan
Do
Consult stakeholders
Establish code of conduct
Establish management
systems and personnel
Set targets
Act
Check
Corrective action
Measure progress
Reform of systems
Audit
Report