January 31, 2022

Biology of Emotion

 

Biology of Emotion

The limbic system, autonomic nervous system, and reticular activating system interact in the processing of emotion.

https://courses.lumenlearning.com/boundless-psychology/chapter/biology-of-emotion/



ORIGINAL RESEARCH article
Front. Hum. Neurosci., 20 May 2014 | https://doi.org/10.3389/fnhum.2014.00277
Evidence for evolutionary specialization in human limbic structures
https://www.frontiersin.org/articles/10.3389/fnhum.2014.00277/full

Limbic Cortex

January 28, 2022

Organizational Behavior Subject Updates



2021
Course Page

Essentials of Organizational Behavior, 15th edition
Stephen P. Robbins
Timothy A. Judge

Currently in use at more than 500 colleges and universities worldwide, the text utilizes a streamlined presentation to offer comprehensive coverage of key organizational behavior concepts
15th edition | Published by Pearson (May 13th 2021) - Copyright © 2022
https://www.pearson.com/store/p/essentials-of-organizational-behavior/P100003054018/9780137438617


Organizational Behaviour by Pearson 18e

Stephen P. Robbins, Timothy A. Judge, Neharika Vohra
Pearson Education India - 800 pages

Long considered the standard for all organizational behavior textbooks, the Eighteenth Edition continues its tradition of making current, relevant research available to students in the language that they understand. While maintaining its hallmark features
https://books.google.co.in/books?id=nIyqDwAAQBAJ

Academy of Management Perspectives (In-Press)

Where is “behavior” in organizational behavior? A call for a revolution in leadership research and beyond
George C.Banks  Haley M.Woznyj  Claire A.Mansfield
The Leadership Quarterly
Available online 7 December 2021, 101581
https://www.sciencedirect.com/science/article/pii/S1048984321000862

Policy Implications of Organizational Behavior and Human Resource Management Research

Herman Aguinis, Søren H. Jensen and Sascha Kraus
Published Online:10 Sep 2021

Abstract
We identified policy implications of organizational behavior and human resource management (OBHRM) research based on 4,026 articles in 10 journals (2010-2019).  Only 1.5% of the articles (i.e., N = 61) included them.   However, we see great potential for OBHRM research to make meaningful contributions to policymaking. We uncovered a handful of areas that do offer some policy implications such as labor relations, leadership, training and development, justice/fairness, and diversity and inclusion. We suggest  research agenda focused on (a) designing empirical studies with policymaking goals in mind, (b) converting existing exploratory and explanatory research to prescriptive and normative research, (c) deriving policies from bodies of research rather than individual studies, and (d) creating policies based on integrating theories, fields, and levels of analysis. We hope our article will be a catalyst for the creation  of research-based policies in OBHRM and other management subfields.
https://journals.aom.org/doi/abs/10.5465/amp.2020.0093?journalCode=amp

Principals’ Positive Organizational Behavior in Schools and Its Results
Education Quarterly Reviews, Vol.4 Special Issue 1 (2021)

13 Pages Posted: 4 May 2021
Süleyman Göksoy
Düzce University
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3836095

Organizational Behavior Strategy
May 2021
Authors:
Vadys Thierry Lieutcheu Tientcheu
University of East London

Organizational behavior management plays an important role in ensuring achievement of organizational goals. Employees emanate from diverse backgrounds which might affect productivity in their line of duty. The main objective of this paper involves highlighting of strategic approaches to organizational behavior management. The paper further seeks to pinpoint employees’ knowledge and skills and their effect on overall organizational behavior. The methodology applied in this article involves critical analysis of different types of organizational behavior and the factors that determine such behaviours. The findings highlighted in this paper show that managers have a role to play in managing employees’ behavior if they were to effectively achieve company’s goals. In conclusion, the main premise of organizational behavior involves establishment of healthy interpersonal relationships at the place of work.
https://www.researchgate.net/publication/351879707_Organizational_Behavior_Strategy


2020
https://books.google.co.in/books?id=IWXMDwAAQBAJ

2019

Good Course Page: Psychology 267 (Winter, 2019) - Organizational Behavior

INSTRUCTOR: Frank T. McAndrew
http://faculty.knox.edu/fmcandre/psych267.html

Self-Leadership: A Paradoxical Core of Organizational Behavior
Annual Review of Organizational Psychology and Organizational Behavior

Vol. 6:47-67 (Volume publication date January 2019)
Greg L. Stewart, Stephen H. Courtright, and Charles C. Manz
This review focuses on the paradoxical concept of self-leadership—defined as a comprehensive self-influence process capturing how individuals motivate themselves to complete work that is naturally motivating or work that must be done but is not naturally motivating—as a fundamental process that challenges many traditional assumptions in organizational psychology and organizational behavior.
https://www.annualreviews.org/doi/abs/10.1146/annurev-orgpsych-012218-015130

The Truth About Behavioral Change
Magazine: Winter 2019 Issue Research Feature November 07, 2018
https://sloanreview.mit.edu/article/the-truth-about-behavioral-change/

Open access peer-reviewed Edited Volume
Dark Sides of Organizational Behavior and Leadership
Edited by Maria Fors Brandebo and Aida Alvinius
https://www.intechopen.com/books/dark-sides-of-organizational-behavior-and-leadership

Organizational Behavior, Global Edition, 18/E

Stephen P. Robbins, San Diego State University
Timothy A. Judge, University of Notre Dame
©2019 • Pearson • Paper, 776 pp
Published 27 Jul 2018 •
https://catalogue.pearsoned.co.uk/educator/product/Organizational-Behavior-Global-Edition/9781292259239.page

Positive Organizational Behaviour

1st Edition
By Miguel Pina e Cunha, Arménio Rego, Ace Simpson, Stewart Clegg
Routledge
536 pages

2018

The Theory of Planned Behavior
The Theory of Planned Behavior (TPB) started as the Theory of Reasoned Action in 1980 to predict an individual's intention to engage in a behavior at a specific time and place. The theory was intended to explain all behaviors over which people have the ability to exert self-control. The key component to this model is behavioral intent; behavioral intentions are influenced by the attitude about the likelihood that the behavior will have the expected outcome and the subjective evaluation of the risks and benefits of that outcome.
http://sphweb.bumc.bu.edu/otlt/MPH-Modules/SB/BehavioralChangeTheories/BehavioralChangeTheories3.html

OPEN ACCESS
Positive organizational behavior: Longitudinal effects on subjective well-being
Kathrin Heinitz  , Timo Lorenz , Daniel Schulze , Julia Schorlemmer
June 22, 2018
https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0198588

May 2017

Plutchik’s Model of Emotions – 2017 Update
by Melissa Donaldson | Apr 27, 2017
http://www.6seconds.org/2017/04/27/plutchiks-model-of-emotions/

How to practice emotional intelligence? What are specific, tangible steps to take to respond more carefully?
http://www.6seconds.org/2017/04/30/emotional-intelligence-tips-choice/

2015
Luthans
https://books.google.co.in/books?id=ogYoDwAAQBAJ

Teaching with Emotional Intelligence: A step-by-step guide for Higher and Further Education professionals


Alan Mortiboys
Routledge, 01-Mar-2013 - Education - 176 pages


The way teachers shape and handle their own feelings and those of their learners is central to the success of learning. Now in its second edition, Teaching with Emotional Intelligence shows how to manage this influential yet neglected area of learning and teaching. This practical book looks at how lecturers and teachers can develop and use their emotional intelligence to enhance their teaching and their students’ learning.

Taking the reader step-by-step through the learning process and looking at the relationship from the perspective of both the teacher and the learner, this book will help the reader to:

plan the emotional environment;
learn how to relate and listen to learners effectively;
read and respond to the feelings of individuals and groups;
handle and reveal their feelings as a teacher, as appropriate;
develop self-awareness as a teacher;
recognise their prejudices and preferences;
improve non-verbal communication;
plan for the physical experience of learners;
deal with their learners’ expectations, comments and questions.
https://books.google.co.in/books?id=ZoCpAgAAQBAJ

Emotion, Psychopathology, and Psychotherapy

Robert Plutchik, Henry Kellerman
Academic Press, 22-Oct-2013 - Psychology - 300 pages

Emotion: Theory, Research, and Experience, Volume 5: Emotion, Psychopathology, and Psychotherapy is concerned with the formulation of models of emotion psychopathology and psychotherapy.

The book focuses on the dysregulation of emotion, methods for changing emotion and the experience of emotion. The papers contained in the volume are grouped into theoretical works that link emotions to psychopathology and psychotherapy based on concepts derived from evolutionary biology; theoretical works that utilizes psychoanalysis in understanding emotions; and the transformation of cognitive constructions through psychotherapy. Psychologists, psychiatrists, psychoanalysts, sociobiologists, and students in the allied fields will find the book a good source of insight.
https://books.google.co.in/books?hl=en&lr=&id=WoVGBQAAQBAJ


2016
December

Self-transformation for The Digital Leader for Long-term Success

http://knowledge.wharton.upenn.edu/article/digital-leader-self-transformation-long-term-success/


2014

July

Psychological Capital

Employee engagement requires listening and responsiveness on the part of leaders and managers at all levels.
http://www.tlnt.com/2014/07/09/surveys-are-good-but-just-not-the-same-as-listening-to-employees/

June 2014

NEGOTIATIONS

How to Negotiate with Someone More Powerful than You

Carolyn O'Hara
JUNE 06, 2014
Harvard Business Review Article
https://hbr.org/2014/06/how-to-negotiate-with-someone-more-powerful-than-you


Mastering Negotiation Skills

Presentation by Stefan Kadlubowski
London Southbank University
_________________________

_________________________

Ideo's Culture of Helping
Harvard Business Review
Jan-Feb 2014
http://hbr.org/2014/01/ideos-culture-of-helping/ar/1

2013

Top Business Negotiations of 2013
Collection by Program on Negotiation - Harvard Law School
http://www.pon.harvard.edu/daily/business-negotiations/top-10-business-negotiations-of-2013/



Designing Trustworthy Organizations

Sloan Management Review, Summer 2013

 Robert Hurley: Six types of signals people consider when deciding whether to trust a person, group or organization (a “trustee”):

Common values: Does the trustee share our values and beliefs?
Aligned interests: Do the trustee’s interests coincide rather than conflict with ours?
Benevolence: Does the trustee care about our welfare?
Competence: Is the trustee capable of delivering on commitments?
Predictability and integrity: Does the trustee abide by commonly accepted ethical standards (such as honesty and fairness), and is he or she predictable?
Communication: Does the trustee listen and engage in open and mutual dialogue?


http://sloanreview.mit.edu/article/designing-trustworthy-organizations/


Updated  30 May 2019,  7 May 2017,  24 November 2015

January 27, 2022

Lean - Highly Efficient - Manufacturing - Design - Supply Chain - Subject Update Articles

Toyota Production System

Company Information Vision & Philosophy

A production system based on the philosophy of achieving the complete elimination of all waste in pursuit of the most efficient methods.
Toyota Motor Corporation's vehicle production system is a way of making things that is sometimes referred to as a "lean manufacturing system," or a "Just-in-Time (JIT) system," and has come to be well known and studied worldwide.


Industrial Engineering - Foundation of Toyota Production System




Lean manufacturing overview
01/15/2022
This article provides an overview and description of the lean manufacturing features in Dynamics 365 Supply Chain Management.
https://docs.microsoft.com/en-us/dynamics365/supply-chain/production-control/lean-manufacturing-overview




Lean Manufacturing
Edited by Karmen Pažek
University of Maribor
Open access peer-reviewed Edited Volume
Published: November 3rd 2021
DOI: 10.5772/intechopen.92922

21 August 2020
Digital lean manufacturing
Industry 4.0 technologies transform lean processes to advance the enterprise.

in more recent years, Industry 4.0 digital and physical technologies have made possible new accomplishments of speed, cohesion, flexibility, and automation that have forever altered what production looks like. Advances in robotics, materials, and artificial intelligence are all poised to be the future vanguards of manufacturing and beyond.2

As a result, digital technologies and lean principles are intersecting in what is commonly termed “digital lean”—which can be a powerful combination of timeless lean principles and constantly evolving digital technologies to decrease waste and variability in processes.

Industry 4.0 and lean manufacturing practices for sustainable organisational performance in Indian manufacturing companies
Sachin Kamble,Angappa GunasekaranSchool of Business and Public Administration, California State University, Bakersfield, CA, USA
 &Neelkanth C. Dhone
IJPR
Pages 1319-1337 Published online: 17 Jun 2019
https://www.tandfonline.com/doi/full/10.1080/00207543.2019.1630772?journalCode=tprs20

Understanding the Principle of Flow in Lean Manufacturing
12 July 2018
https://online.kettering.edu/news/2016/07/07/understanding-principle-flow-lean-manufacturing

Lean Manufacturing: Respect Your People
Lean manufacturing can change a business, but the focus should be on the people—not the tools.
December 1, 2016
Michelle Bangert
https://www.qualitymag.com/articles/93689-lean-manufacturing-respect-your-people

Lean and US manufacturing industry: popularity of practices and implementation barriers
Amir Abolhassani, Ky Layfield, Bhaskaran Gopalakrishnan 
International Journal of Productivity and Performance Management

ISSN: 1741-0401

Volume 65 Issue 7,  2016
https://www.emerald.com/insight/content/doi/10.1108/IJPPM-10-2014-0157/full/html

August 2014

Chinese are using agile design approaches in Engineering Design and Innovation. Also they are using small decentralized and dispersed groups in the design process.
http://sloanreview.mit.edu/article/the-surprising-effectiveness-of-assembly-line-innovation/

June 2014

“Go back to what Henry Ford did 100 years ago,”  "He got single-piece flow on the assembly line. Now how do you extend that all the way up the supply stream?"  That’s the progress of lean manufacturing concept.

http://www.forbes.com/sites/joannmuller/2014/06/18/rethinking-mass-production-why-making-things-one-at-a-time-is-more-efficient/

What to Expect from a Corporate Lean Program
Sloan Management Review
http://sloanreview.mit.edu/article/what-to-expect-from-a-corporate-lean-program/

April 2014

Implementing Lean Production in China
BCG Report
http://www.bcg.com.cn/en/newsandpublications/publications/reports/report20140402001.html


Updated 27.1.2022, 15.12.2015


January 26, 2022

Summary - Principles of Planning - Koontz and O'Donnell






Principles Related to Purpose and nature


Principle of contribution to objectives


Every plan has to contribute positively toward the accomplishment of enterprise objectives.



Principle of efficiency of plans


Efficiency is measured by the contribution of the plan to objectives of the enterprise minus the costs and unsought for consequences in formulating and implementing the plan.



Principle of primacy of planning


Planning is the primary prerequisite for all other functions of management. Every action of the manager follows a planning step.



Principles Applicable to Structure of plans




Principle of planning premises


If more people in an organization use common and consistent planning premises, the enterprise planning will be more coordinated.



Principle of policy framework


If more policies, appropriate to the organization, are expressed in clear terms and form and if manages understand them, the plans of the enterprise will be more consistent.



Principle of timing


If plans are structured to provide a network of derivatives plans in sequence, there will be more effectiveness in attainment of enterprise objectives.


Principles Applicable to Process of Planning




Principle of alternatives


Select the plan which is the most effective and the most efficient to the attainment of a desired goal.



Principle of limiting factor


Consider limiting factor in generating alternatives and selection from alternatives.
(See Decision Making Review Notes)



The commitment Principle


Planning can cover a period over which commitment of resources can be clearly visualized.



The flexibility Principle


Building flexibility in planning is beneficial, but cost of building flexibility needs to be evaluated against the benefits.



The Principle of navigational change


Manager needs to periodically check events of the plan and redraw plans to maintain the move toward a desired goal.



Principle of competitive strategies


In a competitive arena, it is important to choose plans in the light of what competitor will or will not do and navigate based on what competitors are doing or not doing.

Updated on 26 Jan 2022, 5 Jan 2015

Books, Articles and Readings in Strategic Management - Bibliography

People Strategy: How to Invest in People and Make Culture Your Competitive Advantage

Jack Altman
John Wiley & Sons, 08-Apr-2021 - Business & Economics - 192 pages

The Wall Street Journal bestseller!

Learn to unlock the potential of your employees and colleagues with this definitive resource for people management

People Strategy: How to Invest in People and Make Culture Your Competitive Advantage provides readers with a powerful framework in which to develop high-performing teams, increase employee motivation, and use data to build an inviting and effective company culture.

Author Jack Altman, cofounder and CEO of Lattice, an award-winning HR and performance management platform, shows you how to:

Establish the values that will form the bedrock of your organization
Develop feedback processes that help employees feel heard, supported, and equipped to succeed
Monitor the breadth and depth of employee engagement in your company
Use the data and insights created by your People Strategy to drive business results
Perfect for executives, managers, and human resource professionals, People Strategy also belongs on the bookshelves of anyone with even an interest in how to develop, nurture, and unlock the potential of their employees and colleagues.
https://books.google.co.in/books?id=0EUoEAAAQBAJ

Open Strategy: Mastering Disruption from Outside the C-Suite


Christian Stadler, Julia Hautz, Kurt Matzler, Stephan Friedrich von den Eichen
MIT Press, 12-Oct-2021 - Business & Economics - 296 pages

How smart companies are opening up strategic initiatives to involve front-line employees, experts, suppliers, customers, entrepreneurs, and even competitors.

Why are some of the world’s most successful companies able to stay ahead of disruption, adopting and implementing innovative strategies, while others struggle? It’s not because they hire a new CEO or expensive consultants but rather because these pioneering companies have adopted a new way of strategizing. Instead of keeping strategic deliberations within the C-Suite, they open up strategic initiatives to a diverse group of stakeholders—front-line employees, experts, suppliers, customers, entrepreneurs, and even competitors. Open Strategy presents a new philosophy, key tools, step-by-step advice, and fascinating case studies—from companies that range from Barclays to Adidas—to guide business leaders in this groundbreaking approach to strategy.
The authors—business-strategy experts from both academia and management consulting—introduce tools for each of the three stages of strategy-making: idea generation, plan formulation, and implementation. These are digital tools (including strategy contests), which allow the widest participation; hybrid digital/in-person tools (including a “nightmare competitor challenge”); a workshop tool that gamifies the business model development process; and tools that help companies implement and sustain open strategy efforts.
Open strategy has an astonishing track record: a survey of 200 business leaders shows that although open-strategy techniques were deployed for only 30 percent of their initiatives, those same initiatives generated 50 percent of their revenues and profits. This book offers a roadmap for this kind of success.
https://books.google.co.in/books?id=LzESEAAAQBAJ


Making Great Strategy: Arguing for Organizational Advantage


Glenn R. Carroll, Jesper B. Sørensen
Columbia University Press, 26-Jan-2021 - Business & Economics

Making strategy requires undertaking major—often irreversible—decisions aimed at long-term success in an uncertain future. All leaders must formulate a clear course of action, yet many lack confidence in their ability to think systematically about their strategy. They struggle to apply the abstract lessons offered by conventional approaches to strategic analysis to their unique contexts.

Making Great Strategy resolves these challenges with a straightforward, readily applicable framework. Jesper B. Sørensen and Glenn R. Carroll show that one factor underlies all sustainably successful strategies: a logically coherent argument that connects resources, capabilities, and environmental conditions to desired outcomes. They introduce a system for formulating and managing strategy through a set of three core activities: visualization, formalization and logic, and constructive argumentation. These activities can be implemented in any organization and are illustrated through examples and case studies from well-known companies such as Apple, Walmart, and The Economist.

This book shows that while great strategic thinking is hard, it is not a mystery. Widely applicable and relevant for managers and leaders at all levels, especially executive teams charged with setting the course of their organizations, it is essential reading for anyone faced with practical problems of strategic management.


HBR's 10 Must Reads on Strategy, Vol. 2


Harvard Business Review, Michael E. Porter, A.G. Lafley, Clayton M. Christensen, Rita Gunther McGrath
Harvard Business Press, 24-Mar-2020 - Business & Economics - 208 pages

Do you have the right strategy to lead your company into the future?

Get more of the management ideas you want, from the authors you trust, with HBR's 10 Must Reads on Strategy (Vol. 2). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you combat new competitors and define the best strategy for your company.

With insights from leading experts including Michael E. Porter, A.G. Lafley, and Clayton M. Christensen, this book will inspire you to:


This collection of articles includes 
"Your Strategy Needs a Strategy," by Martin Reeves, Claire Love, and Philipp Tillmanns; 
"Transient Advantage," by Rita Gunther McGrath; 
"Bringing Science to the Art of Strategy," by A.G. Lafley, Roger L. Martin, Jan W. Rivkin, and Nicolaj Siggelkow; 
"Managing Risks: A New Framework," by Robert S. Kaplan and Anette Mikes; 
"Surviving Disruption," by Maxwell Wessel and Clayton M. Christensen; 
"The Great Repeatable Business Model," by Chris Zook and James Allen; 
'Pipelines, Platforms, and the New Rules of Strategy," by Marshall W. Van Alstyne, Geoffrey G. Parker, and Sangeet Paul Choudary; 
"Why the Lean Start-Up Changes Everything," by Steve Blank; 
"Strategy Needs Creativity," by Adam Brandenburger; 
"Put Purpose at the Core of Your Strategy," by Thomas W. Malnight, Ivy Buche, and Charles Dhanaraj; "Creating Shared Value," by Michael E. Porter and Mark R. Kramer.
https://books.google.co.in/books?id=R5WwDwAAQBAJ


Strategic Management: Concepts and Cases

Jeffrey H. Dyer, Paul Godfrey, Robert Jensen, David Bryce
John Wiley & Sons, 29-Jan-2020 -  512 pages
Strategic Management delivers an insightful, clear, concise introduction to strategy management concepts and links these concepts to the skills and knowledge students need to be successful in the professional world. Written in a conversational Harvard Business Review style, this product sparks ideas, fuels creative thinking and discussion, while engaging students via contemporary examples, innovative whiteboard animations for each chapter, outstanding author-produced cases, unique Strategy Tool Applications with accompanying animations and Career Readiness applications through author videos.
Preview
https://books.google.co.in/books?id=emfDDwAAQBAJ

Creative Construction: The DNA of Sustained Innovation

Gary P. Pisano
Hachette UK, 15-Jan-2019 - Business & Economics - 288 pages

This myth-busting book shows large companies can construct a strategy, system, and culture of innovation that creates sustained growth.

Every company wants to grow, and the most proven way is through innovation. The conventional wisdom is that only disruptive, nimble startups can innovate; once a business gets bigger and more complex corporate arteriosclerosis sets in. Gary Pisano's remarkable research conducted over three decades, and his extraordinary on-the ground experience with big companies and fast-growing ones that have moved beyond the start-up stage, provides new thinking about how the scale of bigger companies can be leveraged for advantage in innovation.

He begins with the simply reality that bigger companies are, well, different. Demanding that they "be like Uber" is no more realistic than commanding your dog to speak French. Bigger companies are complex. They need to sustain revenue streams from existing businesses, and deal with Wall Street's demands. These organizations require a different set of management practices and approaches -- a discipline focused on the strategies, systems and culture for taking their companies to the next level. Big can be beautiful, but it requires creative construction by leaders to avoid the creative destruction that is all-too-often the fate of too many.
https://books.google.co.in/books?id=-gtmDwAAQBAJ

Strategic Management

Richard Lynch
Pearson UK, 09-May-2018 - Business & Economics - 704 pages
Strategic Management is a core strategy textbook, covering all the major topics particularly from a global perspective. It delivers comprehensive coverage of the subject in an easy-to-read style with extensive examples and a range of free support material that will help you learn actively and effectively.

This eighth edition of Strategic Management builds on proven strengths ...

· over 70 short case studies to provide easily accessible illustrations of strategy in practice and additional cases available online to provide more in-depth examples of recent strategic decisions involving Sony, Apple and industry sectors

· a continuous contrast between prescriptive and emergent views of strategy to highlight the key debates within the discipline

· emphasis on practice throughout with features to help you turn theory into practice

· major international strategy cases from Europe, Africa, China, India, Middle East and the Americas

· clear exploration of the key concepts

· comprehensive, logical structure to guide you through this complex subject

· Specialist chapters on public/third sector strategy, green strategy and sustainability, entrepreneurial strategy and international and global strategy

New for the eighth edition:

- Dynamic capabilities and resource renewal explored in a revised and updated chapter

- Emergent strategy completely revised in two new chapters, one focusing on innovation, and technology and the other exploring knowledge and learning

- New material on innovation and strategy in uncertain environments

- Case studies from large and small organisations from Google, Spotify and Cadbury to Snapchat, Uber and green energy companies with 14 new cases and many cases updated

This new edition also includes a wealth of free, online, open-access learning resources. Use these materials to enhance and test your knowledge to improve your grades. Online resources include web based cases with indicative answers, chapter based support material, long cases and multiple-choice questions.

Richard Lynch is Emeritus Professor of Strategic Management at Middlesex University, London. He is an active researcher, lecturer and consultant, particularly in the area of global strategy and sustainable strategy.
https://books.google.co.in/books?id=i71dDwAAQBAJ

Dynamic Capabilities and Strategic Management: Organizing for Innovation and Growth

David J. Teece
OUP Oxford, 26-Mar-2009 - Business & Economics - 302 pages

How do firms compete? How do firms earn above normal returns? What's needed to sustain superior performance long term? An increasingly powerful answer to these fundamental questions of business strategy lies in the concept of dynamic capabilities. These are the skills, processes, routines, organizational structures, and disciplines that enable firms to build, employ, and orchestrate intangible assets relevant to satisfying customer needs, and which cannot be readily replicated by competitors. Enterprises with strong dynamic capabilities are intensely entrepreneurial. They not only adapt to business ecosystems; they also shape them through innovation, collaboration, learning, and involvement. David Teece was the pioneer of the dynamic capabilities perspective. It is grounded in 25 years of his research, teaching, and consultancy. His ideas have been influential in business strategy, management, and economics, and are relevant to innovation, technology management, and competition policy. Through his consultancy and advisory work he has also brought these ideas to bear in business and policy making around the world. This book is the clearest and most succinct statement of the core ideas of dynamic capabilities. Teece explains their genesis, application, and how they offer an alternative approach to much conventional strategic thinking grounded in simplistic and outdated understandings of industrial organizations and the foundations of competitive advantage. Accessibly written and presented, it will be an invaluable and stimulating tool for all those who want to understand this important contribution to strategic thinking, be they MBA students, academics, managers, or consultants.
https://books.google.co.in/books?id=tDj_9wiZMicC

Strategy And The Business Landscape, 2/E

Ghemawat
Pearson Education India, 2007 - 172 pages
https://books.google.co.in/books?id=F6qMYb18CrAC


Redefining Global Strategy: Crossing Borders in a World where Differences Still Matter


Pankaj Ghemawat
Harvard Business Press, 2007 - Business & Economics - 257 pages

Why do so many global strategies fail—despite companies’ powerful brands and other border-crossing advantages? Seduced by market size, the illusion of a borderless, “flat” world, and the allure of similarities, firms launch one-size-fits-all strategies.

But cross-border differences are larger than we often assume, explains Pankaj Ghemawat in Redefining Global Strategy. Most economic activity—including direct investment, tourism, and communication—happens locally, not internationally.

In this “semiglobalized” world, one-size-fits-all strategies don’t stand a chance. Companies must instead reckon with cross-border differences. Ghemawat shows you how—by providing tools for:

· Assessing the cultural, administrative, geographic, and economic differences between countries at the industry level and deciding which ones merit attention.

· Tracking the implications of particular border-crossing moves for your company’s ability to create value.

· Creating superior performance with strategies optimized for adaptation (adjusting to differences), aggregation (overcoming differences), and arbitrage (exploiting differences), and for compound objectives.

In-depth examples reveal how companies such as Cemex, Toyota, Procter & Gamble, Tata Consultancy Services, IBM, and GE Healthcare have adroitly managed cross-border differences—as well as how other well-known companies have failed at this challenge.

Crucial for any business competing across borders, this book will transform the way you approach global strategy.
https://books.google.co.in/books?id=8iPXgr7oJ9MC

Open Access Book - Strategic Management


Authors:Adapted by Reed Kennedy; with Eli Jamison; Joseph Simpson; Pankaj Kumar; Ayenda Kemp; Kiran Awate; and Kathleen Manning
BOOK SOURCE
This book is a cloned version of Mastering Strategic Management by [Author removed at request of original publisher], published using Pressbooks by University of Minnesota Libraries Publishing edition, 2015. This edition adapted from a work originally produced in 2010 by a publisher who has requested that it not receive attribution. under a CC BY-NC-SA (Attribution NonCommercial ShareAlike) license. It may differ from the original.

https://pressbooks.lib.vt.edu/strategicmanagement/

Readings Included in in Crafting and Executing Strategy 17 Edition



Readings
1 . Can You Say What Your Strategy Is?
David J. Collis, Harvard Business School
Michael G. Rukstad, Harvard Business School

lL. Enabling Bold Visions
Douglas A. Ready, London Business School, Jay A. Conger, London Business School

3 . Location, Location: The Geography of Industry Clusters
Holger Schiele, Leibniz University

4 . Identifying Valuable Resources
Cliff Bowman, Cranfield School of Management, Veronique Ambrosini, Cranfield School of Management

5 . The Battle of the Value Chains: New Specialized versus Old Hybrids
Gillis Jonk, A. T. Kearney
Martin Handschuh, A. T. Kearney, Sandra Niewiem, A. T. Kearney

6 . Playing Hardball: Why Strategy Still Matters
George Stalk, The Boston Consulting Group

7. Hitting Back: Strategic Responses to Low-Cost Rivals
Jim Morehouse, A. T. Kearney, Bob O 'Meara, A. T. Kearney, Christian Hagen, A. T. Kearney
Todd Huseby, A. T. Kearney

8 . Limited-Potential Niche or Prospective Market Foothold? Five Tests
Ken Hutt, Deloitte Consulting
Ruben Gravieres, Deloitte Consulting
Betosini Chakraborty, Deloitte Consulting

9 . Value Innovation: A Leap into the Blue Ocean •
W. Chan Kim, INSEAD
Renee Mauborgne, INSEAD

10 . Racing to Be 2nd: Conquering the Industries of the Future
Costas Markides, London Business School
Paul A. Geroski, London Business School

11 . Globalization Is an Option, Not an Imperative. Or,
Why The World Is Not Flat
Pankaj Ghemawat, Harvard Business School

12 . The Challenge for Multinational Corporations in China: Think Local, Act Global
Seung Ho Park, Samsung Economic Reseawrch Institute
Wilfried R. Vanhonacker, HKUST Business School

13 . How to Win in Emerging Markets
Satish Shankar, Bain & Co.
Charles Ormiston, Bain & Co.
Nicolas Bloch, Bain & Co.
Robert Schaus, Bain & Co.
Vijay Vishwanath, Bain & Co.

14 . Why Is Synergy So Difficult in Mergers of Related Businesses?
Sayan Chatterjee, Case Western Reserve University

15 . Corporate Social Responsibility: Why Good People Behave Badly
in Organizations
Pratima Bansal, University of Western Ontario
Sonia Kandola, University of Western Ontario

16 . Competing Responsibly
Bert van de Ven, University ofTilburg
Ronald Jeurissen, Nyenrode Business University

17. The Secrets to Successful Strategy Execution
Gary L. Neilson, Booz & Company, Karla L. Martin, Booz & Company, Elizabeth Powers, Booz & Company

18 . Some Pros and Cons of Six Sigma: An Academic Perspective
Jiju Antony Caledonian Business School

19 . Linking Goals to Monetary Incentives
Edwin A. Locke, University of Maryland

20. The Seven Habits of Spectacularly Unsuccessful Executives
Sydney Finkelstein, Dartmouth College



Articles

The Forgotten Strategy
by Pankaj Ghemawat
From the Magazine (November 2003)
https://hbr.org/2003/11/the-forgotten-strategy

Ud 8.10.2021
Pub 27.8.2016

Decision Making - Review Notes

Introduction


Decision making is the actual selection from among alternatives of a course of action.

Decision making is involved in various functions of management. Hence, it is a step in planning. Planning occurs in managing organizations or in personal life whenever choices are made in order to gain a goal in the face of such limitations as time, money, and the desires of other people. The steps involved in planning are:

1. Being aware of opportunity
2. Establishing objectives
3. Premising
4. Determining alternative courses of action
5. Evaluating alternative courses
6. Selecting a course
7. Formulating derivative plans

Developing Alternatives


Planning comes into picture whenever a goal is to be attained. Choice of goal itself is a planning problem. If we assume that there is a goal to be achieved, the next step in the planning is to develop planning premises. Premises are planning assumptions, the future setting in which planning takes place. We can term them as the environment of plans in operation. Premises include forecast data of a factual nature, applicable basic policies, and existing company plans.

Developing alternative courses of action is taken as the first step in decision making. Managers have to develop alternative courses for any decision to be made. A sound adage for the manager is that, if there seems to be only one way of doing a thing, that way is probably wrong. More rationally, a planning principle called principle of alternatives can be specified. In every course of action, alternatives exist, and effective planning involves a search for the alternative representing the best path to a desired goal.

The ability to develop alternatives is often as important as making a right decision among alternatives. Ingenuity, research, and perspicacity are required to make sure that the best alternatives are considered before a course of action is selected.

Principle of Limiting Factor


Chester Barnard has written, "the analysis required for decision is in effect a search for the "strategic factors."

Strategic factors and limiting factors are synonyms but Barnard suggests that we use the term limiting factor for physical things and when personal or organizational action is the element, we should use the term strategic factor. When we want to achieve some goals of system, we examine its parts or factors. Strategic factors or limiting factors are those parts or factors which if changed would accomplish the desired purpose if other factors or parts remain unchanged. The principle of limiting factor says, if in developing alternatives, the more an individual can recognize and solve for those factors that are limiting or critical to the attainment of a desired goal, the more effectively and efficiently he can select the most favorable alternative.

Discovery of limiting factor lies at the basis of selection from alternatives and hence of planning.

(This point was mentioned by Prof. Pankaj Ghemawat in his book "Strategy and the Business Landscape.")

Process of Evaluation

After a reasonable number of alternatives have been developed, the next step in decision making is evaluating these alternatives. In most decisions, there are certain tangible factors to be assessed in terms of dollars, man-hours, machines hours, units of output, rates of return on investment, or some other quantitative unit. There are other factors that can be hardly quantified. However, both the tangible and intangible factors must be weighed in deciding upon a course of action.

Basis for Selection Among Alternatives


Experience

Experience managers decide based on the things they have successfully accomplished and the mistakes made in unsuccessful projects. To some extent, experience is the best teacher.

If the manager, distills from experience the fundamental reasons for success for failure, then experience can be useful as a basis for decision analysis in case of complex problems in modern enterprises. Managers can also learn from the experience of others when fundamental reasons are provided by the experienced managers. It will be similar to the output of scientists

Business Research and Analysis

Research and analysis is used for major decisions. This approach demands that the problem is first understood. The variables, constraints and the premises are relevant to goal achievement are identified and documented. Then  a model can be developed to simulate the problem. Architects often make models of buildings in the form of drawings and also in three dimensional models. Similarly engineers make drawings. Models of airplane wings and missiles are made and tested in wind tunnels. Management models are amenable to research and analysis through models.

Operations Research

Operational research scholars and practitioners have developed number of models to help in decision making in certain management problems like transportation decisions, assignment decisions, inventory decisions, scheduling decisions, queuing line decisions etc.

Experimentation

Scientists use experiments to collect data as well as to test their theories. Managers can also use experiments to find the results of various alternative courses of action.  The emergence of intangible factors can be observed during experiments. It is expensive but useful as risk management device. Test marketing is one example where experiments are routinely used business decision making. In new product introductions prototypes are made to evaluate the technical working of the product.

Evaluating the Decision's Importance


Size or length of commitment: If a decision commits the enterprise to heavy expenditure of funds it should be subjected to suitable attention at top management level.

Flexibility: Decisions involving inflexible courses of action need attention.

Certainty of goals and premises: Production decisions based on order backlog are more routine in comparison to made to stock decisions.

Quantifiability of variables: If variable can be quantified decision making is more routine.

Human impact: Where the human impact of a decision is great, its importance is high.


Importance of experience, experimentation, research, analysis

Decision support systems

Systems approach

Creativity and Innovation


Developing alternatives and finding novel ways that are profitable alternatives requires creative thinking. Creative thinking refers to the ability and power to develop new ideas. Innovation means the use of ideas as new products, new service, or a new way doing things which enhances effectiveness or efficiency. Weihrich and Koontz explain creative thinking as four step process.

1. Unconscious scanning
Allowing the mind to think over the problem and do its process without a conscious effort.

2. Intuition
Intuition is an answer to the problem that is thrown up by the mind. This is the output of the unconscious scanning effort.

3. Insight
Insight also an idea that comes up during investigations to solve a problem. They are to be captured immediately on paper to make us of them later.

4. Logical formulation or verification
Intuition as well as insight is to be tested through logic or experiment. The logical verification is done first by the person himself and then by inviting critiques from others.

Developing Creativity in Individuals and Groups


Creative thoughts are often the fruits of extensive efforts. They are also the result of responding to feedback from others. Creativity can be taught. Some creativity techniques are focused on individuals and some are focused on group.

Creativity and Manager

The creativity of most individuals is probably underutilized in many cases, despite the fact that unusual innovations can be of greater benefit to the firm. Creativity of individuals and groups has to be subjected to managerial judgment. It is the manager who must weigh the risks involved in pursuing unusual ideas and translating them into innovations.



References

Joseph V. Anderson, "Weirder than Fiction: The Reality and Myths of Creativity," Academy of Management Executive, November 1992, pp. 40-47.

Erik Dane and Michael G. Pratt, "Exploring Intuition and its Role in Managerial Decision Making," The Academy of Management Review, January 2007, pp. 33-52.

Robert C. Litchfield, "Brainstorming: A Goal-Based View," The Academy of Management Review, July 2008, pp. 649-668

The planning principles involved in the topic


Principle of alternatives


Select the plan which is the most effective and the most efficient to the attainment of a desired goal.


Principle of limiting factor


Consider limiting factor in generating alternatives and selection from alternatives.

Updated  26.1.2022, 11.5.2019, 8 Jan 2015, 25 July 2014, 12 Dec 2011

Principles of Management - Online Book with Globally Popular Content

May - Management Knowledge Revision - Cost and Management Accounting and Organizational Behavior

MBA Core Management Knowledge - One Year Revision Schedule


Originally published as
http://knol.google.com/k/narayana-rao/decision-making/ 2utb2lsm2k7a/ 188#

Updated on 12 May 2019, 7 January 2015

January 24, 2022

Social Media Marketing - Introduction and Bibliography




Social media can simply be defined by stating that it is the media we use to be social—whether they are blogs, YouTube, Facebook, Google+ or Twitter. A more detailed description of social media by Andreas Kaplan and Michael Haenlein (2010) is: ―Social media is a group of Internet-based applications that build on the ideological and technological foundations of Web 2.0, and allow the creation and exchange of user generated content (UGC). Web 2.0 was first used in 2004 to describe a new way in which the software developers and end-users started to use the World Wide Web as a platform whereby applications and content are no longer created and published by professional publishers and UGC came to describe the various forms of media content that are publicly made available by end-users (ibid., ). Social media is built on the interactive communication media that now exists and facilitates communication between all individuals connected to internet.

Kipp Bodnar and Jeffrey L. Cohen (2012) point out that the social web is not linear. Information and interactions happen across the social web in every direction. There is not one clear path. This non-linear nature does not fit in with traditional models marketing and marketers cannot determine ROIs with methods they use for direct mail and print advertising that runs for a set period of time. This method provides a simpler equation for determining end results, which in turn is easier for traditional marketing budgets that yearn for easier return on investment (ROI) calculations. A successful blog post provides multiple benefits including  search engine optimisation of the company website and provides presence that is not limited by a time frame. So, the results of and investment in blogging is not as easily defined. (Bodnar & Cohen 2012 )



Reasons for Adopting Social Media Marketing


Safko (2012) writes that if a company is wondering whether to do social media marketing or how much
should be spent on it, it can be answered by adapting the question to a more obvious one: Should I do marketing at all? It should be remembered that social media is a new technology that provides  a way to efficiently create contacts, build relationships and trust while being there ready to reap the rewards as those people are willing to commit to a purchase. Social media is just a new way of acquiring customers and it is doing what the telephone, direct mail, print advertising, television, radio, and billboards have done up until now—it provides a new channel which may be more effective currently and hence its adoption increases the overall effectiveness of the marketing communications. The conventional marketing has changed from pontificating to two-way communication and this fundamental shift in power is the reason why social media is so effective in marketing. More and more consumers are ignoring corporate messages due to lack of trust and this gives a chance to build a trusting relationship and bond with the customer via the use of social media. (Ibid., 4-5.)


However, social media should not be thought of as a new channel to sell. It is a  new way of communication— and this new way to sell is to not sell at all. What one should do in social media marketing is to first listen actively, understand and follow the conversation and then finally speak. No matter what social media platform is in use or in what industry the business operates, it is about participating in the conversation, lead generation and being there with a relationship when the prospect is finally willing to purchase. So some companies may be considering  ignoring social media as one cannot do hard selling there. But, the fact is that a company can build more lasting and trusted relationships that will eventually result in more sales, fewer returns, and greater word of mouth. (Safko 2012)


Social media marketing also provides another advantage, in addition to relationship building. It will make it easier for potential customers to find participant’s website when using search engines. This will happen via search engine optimisation (SEO) and it can help greatly in building awareness of the participant organization.  Safko (2012) describes search engine optimisation as how well a company ranks when people are looking for a type of a product or service that the company provides via search engines.

Sources:

https://www.theseus.fi/bitstream/handle/10024/71203/Puumala_Tero.pdf?sequence=3

Traditional and Social Media Marketing Comparison
http://publications.theseus.fi/bitstream/handle/10024/65873/Thurman_Robert_Patrick.pdf?sequence=1

Building Action Plan for Social Media Marketing - 2013 Presentation at Columbia Business School
__________________

__________________


Social Media Marketing Made Simple

Larry Garland
Pureland, 16-Feb-2021 - Business & Economics - 50 pages

Social media marketers and business owners! Are you tired of scrolling through your feed wishing you had a bigger audience, but uncertain about how to go about getting more? Discover How You Can Increase Your Social Media Presence, Create Unique Content, Build a Bigger Audience, and Sell Your Products and Services With Ease.It may take a lot of planning, but do not be afraid: take the opportunity to develop a social media marketing strategy, and make your online business reach new levels of success!A common problem that many of us have is expecting our content to go viral and for our follower count to grow immediately. Many people spend an average of 3 hours on social media per day, and this number increases depending on the demographic.In reality, posts rarely go viral without many hours spent researching, strategizing, and planning the most exciting and effective content to share with their engaged followers.Understanding social media marketing will have numerous benefits, that will be relevant to a multitude of aspects of business in the twenty-first century.
https://books.google.co.in/books?id=xhodEAAAQBAJ


Digital and Social Media Marketing: Emerging Applications and Theoretical Development

Nripendra P. Rana, Emma L. Slade, Ganesh P. Sahu, Hatice Kizgin, Nitish Singh, Bidit Dey, Anabel Gutierrez, Yogesh K. Dwivedi
Springer Nature, 11-Nov-2019 - Business & Economics - 339 pages

This book examines issues and implications of digital and social media marketing for emerging markets. These markets necessitate substantial adaptations of developed theories and approaches employed in the Western world. The book investigates problems specific to emerging markets, while identifying new theoretical constructs and practical applications of digital marketing. It addresses topics such as electronic word of mouth (eWOM), demographic differences in digital marketing, mobile marketing, search engine advertising, among others. A radical increase in both temporal and geographical reach is empowering consumers to exert influence on brands, products, and services. Information and Communication Technologies (ICTs) and digital media are having a significant impact on the way people communicate and fulfil their socio-economic, emotional and material needs. These technologies are also being harnessed by businesses for various purposes including distribution and selling of goods, retailing of consumer services, customer relationship management, and influencing consumer behaviour by employing digital marketing practices. This book considers this, as it examines the practice and research related to digital and social media marketing.
https://books.google.co.in/books?id=HLm9DwAAQBAJ


Social Media Marketing: Breakthroughs in Research and Practice: Breakthroughs in Research and Practice

Management Association, Information Resources
IGI Global, 04-May-2018 - Computers - 1572 pages

In the digital age, numerous technological tools are available to enhance business processes. When these tools are used effectively, knowledge sharing and organizational success are significantly increased.

Social Media Marketing: Breakthroughs in Research and Practice contains a compendium of the latest academic material on the use, strategies, and applications of social media marketing in business today. Including innovative studies on email usage, social interaction technologies, and internet privacy, this publication is an ideal source for managers, corporate trainers, researchers, academics, and students interested in the business applications of social media marketing.
https://books.google.co.in/books?id=w35TDwAAQBAJ

Social Media Strategy: Tools for Professionals and Organizations


Phillip G. Clampitt
SAGE Publications, 27-Jul-2017 - Language Arts & Disciplines - 328 pages

"Finally, a social media text that combines liberal arts and social science intellectualism with practical, real-world tips for success in this crucial aspect of professional communications. Its value goes beyond the classroom – everything in the book will resonate with and be useful to PR pros already engaged in social media management."

—Ray Begovich, Franklin College

Social Media Strategy: Tools for Professionals and Organizations shows professionals and organizations how to use social media more effectively and strategically. With a focus on what makes social media unique among communication platforms, this book offers practical guidance on creating, implementing, and evaluating social media strategies and tactics. Social media is constantly evolving, so the book focuses on enduring strategic principles and uses case studies and exercises throughout to help readers build the fundamental competencies needed by today’s social media managers.
https://books.google.co.in/books?id=931ZDwAAQBAJ


Social Media Marketing All-in-One For Dummies

Jan Zimmerman, Deborah Ng
John Wiley & Sons, 18-Apr-2017 - Business & Economics - 752 pages

The bestselling social media marketing book
Marketing your business through social media isn't an option these days—it's absolutely imperative. In this new edition of the bestselling Social Media Marketing All-in-One For Dummies, you'll get comprehensive, expert guidance on how to use the latest social media platforms to promote your business, reach customers, and thrive in the global marketplace.

Social media continues to evolve at breakneck speed, and with the help of this guide, you'll discover how to devise and maintain a successful social media strategy, use the latest tactics for reaching your customers, and utilize data to make adjustments to future campaigns and activities. Plus, you'll find out how to apply the marketing savvy you already have to the social media your prospects are using, helping you to reach—and keep—more customers, make more sales, and boost your bottom line.

Includes the latest changes to Facebook, Twitter, Pinterest, LinkedIn, YouTube, and more
Offers tips for engaging your community and measuring your efforts
Explains how to blend social media with your other online and offline marketing efforts
Shows you how to leverage data to learn more about your community
Don't get left behind! Let this book help you get the most from every minute and dollar you spend on marketing.
https://books.google.co.in/books?id=sMm0DgAAQBAJ

Social Media Marketing

Tracy L. Tuten, Michael R. Solomon
SAGE, Dec 9, 2014 - 352 pages


Social Media Marketing was the first textbook to cover this vital subject. It shows how social media fits into and complements the marketer’s toolbox. The book melds essential theory with practical application as it covers core skills such as strategic planning for social media applications, incorporating these platforms into the brand’s marketing communications executions, and harnessing social media data to yield customer insights.

The authors outline the ‘Four Zones’ of social media that marketers can use to achieve their strategic objectives. These include:

1. Community (e.g. Instagram)
2. Publishing (e.g. Tumblr)
3. Entertainment (e.g. Candy Crush Saga)
4. Commerce (e.g. Groupon)

This second edition contains new examples, industry developments and academic research to help students remain current in their marketing studies, as well as a new and improved user-friendly layout to make the text easy to navigate.

The textbook also provides a free companion website that offers valuable additional resources for both instructors and students. Visit: study.sagepub.com/smm.

Preview the book  https://books.google.co.in/books?id=gNHGBQAAQBAJ

https://www.facebook.com/business/marketing/facebook

Opinion Paper
Setting the future of digital and social media marketing research: Perspectives and research propositions

International Journal of Information Management
Volume 59, August 2021, 102168
International Journal of Information Management
https://www.sciencedirect.com/science/article/pii/S0268401220308082    Download the paper


How to Prove and Improve Your Social Media ROI (Free Calculator)
Learn how to calculate your social media ROI,:  the return on investment from your social media activities and expenses.

Christina Newberry
January 4, 2022
https://blog.hootsuite.com/measure-social-media-roi-business/

Mind-Blowing Digital Marketing ROI Statistics (2022)
In this post, I've compiled key statistics that you should know regarding digital marketing ROI
https://contentwritingjobs.com/blog/digital-marketing-roi-statistics

Jan 30, 2018
Social Media: Measuring The ROI

Lisa Montenegro, Forbes Councils Member
Forbes Agency Council Post
https://www.forbes.com/sites/forbesagencycouncil/2018/01/30/social-media-measuring-the-roi/




Ud 25 Jan 2022
Pub 12 Oct 2015

January 18, 2022

Peter Drucker - Business Organization - Economic Function - Social Responsibility


In the book, In The End of Economic Man, published in 1939, Drucker explained what had happened when central European managers had failed to meet social responsibilities. The managers had valued people only for their labor and treated them as factors of production. As they were treated like things, people had felt isolated and governed by irrational, "demonic forces" that do not think of their wellbeing. Society had ceased to be a community of individuals bound together by a common purpose in various institutions.

In a desperate situation, some were drawn to Marxism, which in turn undercut traditional values and institutions and paved the way for Fascist dictatorships. Both Fascism and Marxism, as Drucker saw them, were escapist; they could throw out established order using existing discontent as leverage but never fulfill human needs.

People need a society that could provide freedom, "status," and "function," and it is the task of business managers to help create such a society by shaping the workforce into the industrial citizens and the company into a community.

In subsequent works, particularly in The Future of Industrial Man (1942), Concept of the Corporation (1946), and The New Society (1949), Drucker emphasized that only satisfying work could fulfill the needs of individuals for autonomy, security, dignity, usefulness, belonging, and peer respect. Work was needed as much to provide "status and function" as income. People will be frustrated when managers valued labor only as a commodity. Through responsible acts of "citizenship" by manager and worker alike, the social and the economic needs of the individual, could be brought into "harmony" and thus fulfilled in the business organization.

In the case of managerial goals, Drucker acknowledged that economic goals must come before social ones. If the firm went bankrupt, managers would be unable to sustain the corporate community. Corporate "survival" depended on making a profit that not only covered costs but provided insurance against future risks. To make such a profit, managers must "create" customers by providing them with useful products and services.

The primacy of economic performance, however, should not obscure the thought that the business corporation was "as much a social organization, a community and society" as it was "an economic organ." In the "new society," which was an employee society, the firm had a responsibility to realize social values and fulfill individual needs.


Drucker expanded his ideas in later years by insisting that managers select socially responsible goals for the enterprise. He rejected the power of the market and the notion that a "hidden-hand" in the marketplace naturally converted "private vices" into "public virtues." He had never believed that competition automatically solved social problems. He disagreed with Milton Friedman's argument that businessmen should stick to "business" and should refrain from appointing themselves guardians of the common good. According to Drucker, business men were running social organizations that could help society and realize "social values." Like anyone else, they also had "a self-interest in a healthy society," and so they should follow normal ethical imperatives. Moreover, for Drucker, managers were the only true "leadership group" in modern society. If they did not "take responsibility for the common good," then no one else could or would.

Reference
Stephen P. Waring, "Peter Drucker, MBO, and the Corporatist Critique of Scientific Management" in
A mental revolution: scientific management since Taylor, Nelson, Daniel
https://kb.osu.edu/handle/1811/6191


Peter Drucker    The End of Economic Man,
https://books.google.co.in/books?id=jKs0DwAAQBAJ


Implication for Industrial Engineering    -  Industrial Engineering Knowledge Center 



What is social responsibility of industrial engineers? Do they feel they contribute to the prosperity and well-being of the society?



Joint article for Management Revision of the day: Business Conceptualization - Management Insights from Economics, Engineering Economics, Managerial Economics, Industrial Economics

January Month Management Knowledge Revision Plan

MBA Core Management Knowledge - One Year Revision Schedule



Updated 19.1.2022,  24 Jan 2019, 22 Jan 2016, 28 Nov 2011


Sociology of Management - Introduction

 



Sociological theory  finds its place in management education as soon as one tries to come up with ideas of values, norms, roles, action, and communication, and with accounts of inequality, power, the sacred, community, mobility, the individual, and protest in the attempt to describe any one event in school.


We know that management begins and ends with calling certain procedures, products and events suboptimal, thus blocking self-organisation within work and establishing coordination by management within organisation.


 Management is a new profession, which appears in the 19th Century as the profession that raises and solves problems of coordination and control in large organisations, mainly in industry and business (Chandler 1977, see also Chandler 1962 and 1990). It is a story worth considering in its own right that the management of industrial enterprises both relies on ways of designing, steering, and controlling large organisations used for centuries in armies, hospitals, monasteries, courts, and city governments and tries to distinguish itself from the concomitant traditional knowledge, skills and competencies.


Management is one of the most important vehicles for switching from value-rational action to purposive-rational action in Max Weber's (1978) terms and thus for replacing traditional values and an understanding of organisations as fulfilling some kind of higher duty by self-found and self-defined purposes and new ideologies of entrepreneurial liberalisation, technological progress and growth of wealth.


Material, social and temporal complexity intertwine, calling for an understanding of a design, steering, and control of organisations able to calculate any of these three dimensions in terms of the other two.


Management proper does not invent or design but adopts and moderates the division of labour, hierarchical order, technological process, and individual motivation found in the organisation's societal environment and translated selectively into the organisation.

Management theory  assumes that organisation functions perfectly; problems stemming from organising are not negated but neutralised in order to develop a theoretical calculus focusing on other problems (Gutenberg 1929: 26). These other problems run under the heading of costs and returns, means and ends, and are to be found not within the organisation but in the markets it deals with and within the technologies it relies on (Gutenberg 1983).



Reflections on a Half-Century of Organizational

Sociology

Article  in  Annual Review of Sociology · August 2004

DOI: 10.1146/annurev.soc.30.012703.110644


A Sociology of Management in Management Education

Chris Steyaert, Timon Beyes, Martin Parker (eds.), The Routledge Companion to Reinventing Management Education, London: Routledge, 2016, pp. 91–104

29 Pages Posted: 26 Apr 2014 Last revised: 10 Oct 2019

Dirk Baecker - Witten/Herdecke University

https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2429259





Go through annual review of sociology

https://www.annualreviews.org/loi/soc

January 17, 2022

Organization as a Social Group - Insights of Sociologists - in Management of Organizations



Koontz and O'Donnell described Chester Barnard as the spiritual father of this school of thought - organization is a social group or system.  Barnard developed the theory of cooperation pointing out the need of individual to offset through cooperation, the biological, physical, and social limitations affecting him and his environment.  Barnard described formal organization as a cooperative system in which people are able to communicate with each other and are willing to contribute action toward a conscious common purpose.

Herbert Simon also at one time defined human organization as system of interdependent activity, encompassing at least several primary groups, and usually characterized, at the level of consciousness of participants, by a high degree of rational direction of behavior towards ends that are objects of  common knowledge."

The school has made many noteworthy contributions to management. The recognition of organized enterprise as a social organism, subject to all the pressures and conflicts of the cultural environment has been helpful to both theory development and practice of management. The social organism quickly results in development of informal groups and bonds of organization.

Basic sociology - analysis of social behavior and study of group behavior in the social systems - does have great value in the field of management.


From

Lobachevsky State University of Nizhni Novgorod
Liliya Erushkina
Sociology of management - Manual
Recommended by the Methodical Commission of Management and Business
for international students, studying in the B.Sc. programme 010400  «Information technologies»


Management sociology, its concept and reasons for its appearance



The management sociology is the boundary synthetic science studying sociological aspect of administrative activity. This science was generated on a joint of two independent disciplines: sociology and management.

Sociology is a science about a society as complete system and about social institutions, processes, social groups, relations between a person and a society, laws of people mass behavior. It is well-known that the primary goal of sociology is an objective analysis of social human relations in order to reveal laws of management of a society.

 The term "management" has several meanings. Management in all business areas and organizational activities are the acts of getting people together to accomplish desired goals and objectives efficiently and effectively.



Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources.

Because organizations can be viewed as systems, management can also be defined as human action, including design, to facilitate the production of useful outcomes from a system. This view opens the opportunity to 'manage' oneself, a prerequisite to attempting to manage others.


Management can also refer to the person or people who perform the acts of management.

The problems studied by sociology of management:

Control systems as social systems from the point of view of their functioning;
Selection, arrangement, education of the staff;
The relations developing between people with administrative functions;
Statement and realization of the social purposes of management;
The analysis of social consequences of administrative decisions;
Research and making system to consider interests and opinions of workers Purposeful influence on operated subsystems and connected with it issues of discipline, responsibility and sense of duty;
Intragroup regulation and social self-organizing in groups and at the enterprise;
Interrelation of management and a level of society development.

Object, subject and methods of sociology of management

Object of sociology of management is the administrative processes which take place in a society and considered here from the point of view of the system approach, as a set constantly co-operating and making influence on each other subsystems (political system, economic system, social system); or processes in the organization which can be considered and interpreted from the point of view of people’s interaction, as all people participate in different groups (family, professional, territorial etc.) and are included in diverse processes of rivalry, competition, cooperation and etc.

 Subject of sociology of management is the evaluation, studying, perfection of managerial processes in various types of social societies, the social organizations, the social institutes, all society, each of which represents specific system of social interactions of people and their groups.

According to A.V.Sergejchuk’s opinion subject of sociology of management is social systems with a hierarchical characteristics of the organization. Sociology of management allows us to see management with the eyes of the sociologist.

 Methods of sociology of management combine approaches not only sociological research, but also campaigns of other sciences. All using methods can be divided into three basic groups.

General
scientific
The dialectics considering processes and the phenomena in their interrelation and development
Sociological Social - philosophical, assuming all-round studying of a society as complete social system;
Structure functional analysis according to it each social structure is understood through the analysis of carried out functions;
Gathering and processing of the information characterizing social interrelations of a society (social polls, supervision, experiments, modeling, the analysis of documents).
Specific Structure organizational (organization knowledge through its structure);
Technical (through requirements of technology of its activity);
Communication (organization studying through system of communications formed between its members);
Innovative (organization knowledge through its development).

Problems, functions and principles of sociology of management

The primary goals of sociology of management are:


1. Studying of the real facts making a live and constantly developing matter of administrative activity where we can see the interactions of the people belonging to different layers of an administrative pyramid.
2. Revealing of the most important, typical and irrational facts, and on this basis detection of tendencies of development of managerial processes depending on changes of conditions.
3. Explanation of appearance of innovations in the system and structure of administrative activity.
4. Working out of the directions and the most probable scenarios of development of administrative activity, forecasting of consequences of its realization either for the managing director or for operated managerial process subsystems.
5. Formulation of the scientific bases of recommendations about control system perfection and increasing of efficiency of administrative activity as a whole.

The basic functions of sociology of management as sciences are:


1. Informative. Its main objective consists in studying of features of management as specific sphere of work activity. And also in definition of a role and value of this sphere in development of a society, its subsystems, organizations, groups.
2. Estimating. It estimates harmony and correlation between management system and basic tendencies of a society (for example: to social expectations, interests and requirements of the majority of the population). To estimate, whether the system is democratic, totalitarian or authoritative on the basis of a scientific substantiation of socially-ethical, sociopolitical, social and economic criteria, whether management system can develop individuals’ initiative or not.
3. Prognostic. It is directed to reveal the most probable consequences in administrative activity within short-term, intermediate term and long-term prospects.
4. Educational. Spreading of knowledge about the primary goals, functions and mechanisms of management of administrative systems on the basis of definition and an evaluation of the importance of various administrative concepts, tendencies of development of administrative activity.

The main principles of management sociology are following:


1. Systematic – perception of investigated object as systems of the elements, corresponded to each other and forming structure of the whole system;
2. Integrated approach – all-round coverage of the investigated phenomena taking into account tendencies of development and interaction with environment;
3. Objectivity – real display of the investigated phenomena;
4. Concreteness – consideration of investigated processes and the phenomena in a context of a concrete environment;
5. Historicism – object research in dynamics of its development;
6. Unity of the theory and practice – acknowledgement of theoretical positions in practice, as the theory without practice - a hypothesis.

Sociology of Management - Introduction
https://nraomtr.blogspot.com/2022/01/sociology-of-management-introduction.html

1st Edition
Sociology and Management Education
Engagements and Agendas
By Manish Thakur
Copyright Year 2022



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Updated 18 Jan 2022,  19 January 2017,  20 Jan 2016, 30 Dec 2014