jojo
+ (1): the undertaking or managing of risk and the handling if economic uncertainty,
+ (2): planning and innovation, + (3): coordination administration and control.
+ (4): and routine supervision.
3.Organization communication which focuses on organization as communication:
-Communication is a complex process of continually creating and negotiation the meanings and interpretations that shape our lives.
-Constitutive view of communication: communication literally “constitutes” or “makes up” our social world.
-This approach enables us to question and investigate key organization realities , not just accept the as given.
-It also provides a much stronger explanatory framework to understand the complexities of organizing and communicating.
UNIT 1(2)
CHALLANGES
1.To examine new organizational structures and technologies:
-Networked organizations , and computer – and Internet mediated communication.
-New technologies leading to new forms of organization such as global virtual teams , which changes in fundamental ways the relations between individual employees and organizations.
2.To understand the communication of organizational change:
-Communication is a central process in planning and implementing change.
3.To explore diversity and the intergroup aspects of communication: The increased diversity organizations mens that communication now occurs across many more boundaries , including cultural and professional ones.
4.Business ethics issues: The Volkswagen-case:
-Company´s socia responsibility (broken trust of costumer and public , manipulation of regulators , social impact on employees)-Environmental responsibility: (pollution , non-respect of emission standards , impact on public health)
-Economic responsibility and economic sustainability (economic sustainability sale figures down , fall of stock price value)-Ethics in organizational policies and culture: deviant behavior – no compliance with external regulations and internal guidelines.
UNIT 2
THE CLASSICAL PERSPECTIVE
1.Introduction:
-Frederick Taylor: created the idea of “scientific management” focused on producing outcomes. Time and motion studies.-Max Weber: bureaucrazy , authority.
-Henry Fayol: principles of management. -Communication: is primarily top-down , formal task relatedand written. Communication has two functions: control and command.
-An organization is like a machine: + Specialization. + Standardization.
+ Predictability.
2.Maslow: (physilogical needs) ,( foos , shelter , safety) , (love), (self.esteem), (self-actualisation)
UNIT 3
KEY CONCEPTS
1.KM: stresses on the knowledge that resides in the brains of employees , how to manage it and of something with it so as to enable them in performing their job better.
2.Organizational learning: focuses on individuals , teams and organizations becoming smarter , that isthe goal is to make individuals in the organization smarter.
3.Design thinking: principles to design the way people work.
4.2 of the most important developments are the consideration of organizations learning systems and the development ofsystems of knowledge management.
5.Learning organizations: emphasize mental flexibility , team learning , a shared vision complex thinking , and personal mastery. It is proposed that learning organizations can be promoted through participation and dialogue in the workplace.
BUSSINESS IS DPENDENT ON KNOWLEDGE
1.Why knoledge is important?
-Knowledge can be embedded in processes , products systems , and controls.
-Knowledge can be accessed as it is needed from sources inside or outside the firm.
-It is versatile and can be transferred formally , through training , or informally , by way of workplace socialization.
-It is the essence of the competitive edge.
2.Dimensions of knowledge?:
-Knowledge is an asset:+ Intangible. + Creation of knowledge from data and information requieres organizational resources.
-Knowledge has a location:+ Cognitive event. + Both social and individual.
+ ”Sticky” (hard to move) , situated (embeded in firm´s culture) , contextual (works only in certain situations)
-Knowledge is situational:+ Conditional: knowing when apply procedure.
+ Contextual: knowing circumstances to use certain tool.
3.Classification of intellectual capital:
-Human capital:+Known-how.+Work-related competencies.+Education. +Entrepreneurial , proactive and reactive abilities.+Vocational qualification. +Work-related knowledge.
-Relational (customer) capital:+Brands.+Business collaborations.
+Customer loyalty.+Licensing agreegemests+Distribution channels. +Favourable contracts.
-Intellectual property:+Patents +Copyrights +Design rights+Trade secrets +Trademarks+Service marks
-Infrastructure assets:
+Management philosophy +Corporate culture+Management processes+Information systems+Networking systems+financial relation
INFORMATION SHARING
1.Sharing Mechanisms:-Common access to explicit , recorded , knowledge.
-Directory of experts.-Mentor / coach / apprentice.-Joint projects -resource lending.
UNIT 4 “HUGH PERFORMANCE ORGANIZATIONS (HPOs)
1.Key components utilized in HPOs:
-Employee involvement.-Self-directing work teams.-Integrated production technologies.-Organizational learning.