BAM040 - topic 1 session 1 notes - OB

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Informal reflection journal as you go along the first part of Session 1. 

  • Be critical, do you agree or disagree? 
  • Is this something familiar to you or has taken you by surprise (i marked in red)?.  
  • Keep notes throughout the course and you compare where you are at the end of the course with your reflections right at the beginning. 
  • Has anything changed?


  • 20201025 - Video by Rob Briner on evidence-based management.
    • ...

  • mullins christy ch1
    * The iceberg principle

    * Balancing: neither individual nor company have expectations fully met. Stalker suggests that successful companies are those that have the
    ability to balance the unwritten needs of their employees with the
    needs of the company. Such companies use a simple formula of
    Caring, Communicating, Listening, Knowing, Rewarding.
     
    Stalker, K. ‘The Individual, the Organisation and the Psychological Contract’, British
    Journal of Administrative Management, July/August 2000, pp. 28−34.

    * Peter principle
    Rise to incompetence level.
    Pull trumps push. - THAT's A SURPRISE-ISH. I challenge that with a two-tier model instead. meritocracy rules up to a certain level, arguably the operational level. mid-hegher management, yeah, pull works, but lower management has to be knowledgeable and make things work, so push is valid.

    * Parkinson's law
    the rising pyramid at work.
    Meetings etc

    Positive psychology selligman Maslow satisfaction.

    * Engage (Gratton)
    Gratton, L. The Democratic Enterprise, Financial Times Prentice Hall (2004), p. 208.

    * Fig 1.5 map of material

    Fig 1.5 - map of material

     

    * Importance of ESG 

    * Globalisation is trend not as widespread as it looks - THAT'S A SURPRISE
    How I saw it being taught in 80s

    * Cultural differences
    Schneider and others have their context biases  biases: be aware but not ignore. Gaia, we're all in this together JFK. Some universal theories andmodels may, in reality, contain important culturally derived assumptions. When examining classical frameworks for understanding organisation structure, Schneider and Barsoux point out: ‘Theories about how best to organise − Max Weber’s (German) bureaucracy, Henri Fayol’s (French) administrative model, and Frederick Taylor’s
    (American) scientific management − all reflect societal concerns of the times as well
    as the cultural background of the individuals.’ 47

    * Hofsted IBM cultural approach social distance. 5 dimensions arguably outdated

    * Trumpenaard 900 study. Relationships

    * Hall languages high low context
     
    * Wood OB is the connector discipline
    Wood, J. ‘Deep Roots and Far From a “Soft” Option’, Financial Times Mastering
    Management, Financial Times Pitman Publishing (1997), p. 217

    *  Bennis - humanising organisationg - personal growth
    Bennis, W. ‘Foreword’, in Cloke, K. and Goldsmith, J. The End of Management and the
    Rise of Organisational Democracy, Jossey-Bass (2002), p. ix.

    * 10 points to remember

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