E2 Combined

A formal group.

geared towards a final result
reason for working together
need each others talent and skills

Reference - others are going to be aspiring to join
Informal - voluntary membership
Formal - team set up by an organisation
Self directed - Work without supervision

People from across departments or functions, pooling the skills of specialists

Team contains people who have more than one skill

* Increased productivity - appropriate skills for the job, tasks can be linked
* Synergy - Outputs of the group better than individuals 2+2 = 5
* Improved problem solving and creativity - diversity, better decision making
* Increased satisfaction & motivation - sense of belonging, collective responsibility
* Improved information flows - more effective communication through participation in group discussions

* Conformity - individuals may feel pressure to agree when they know a decision is wrong
* The Abilene paradox - Group will go along with outcomes that none of the individuals wanted
* Risky shift - Riskier decisions can be taken by the team than they would otherwise make on an individual basis
* Group think - the group will try to minimise conflict by reaching a concensus rather than challenge

* Forming - gain awareness of each other - clear direction is needed
* Storming - can be constructive, can generate ideas, but if not resolved will not be constructive in the long term
* Norming - Cooperation, agree on worksharing, leadership style needs to be less autocratic & allow team members to be involved in decision making
* Performing - productivity at peak, cohesive team, operating to full potential, progress towards organisational goals

Belbin believed that if you have all 9 of the following roles then the team ISPERFECT

* Implementer - company worker, disciplined, reliable, turns ideas into practical actions
* Shaper - define the tasks, challenging, dynamic, thrive on pressure, drive & courage to overcome obstacles, can provoke others
* Plant - generates ideas, creative, imaginative, solve difficult problems, not good communicators
* Evaluator/monitor - evaluating ideas, sees all the options, judging accurately, criticise others & bring team back down to earth
* Resource investigator - seeking out resource, extrovert, explore opportunity, develop contacts outside work
* Finisher/completer - ensure deadlines are met, painstakingly conscientious, search out errors & omissions, delivers on time, anxious, introverts
* Expert/Specialist - Technical, single minded, specialist knowledge or skills, may overlook the bigger picture
* Coordinator - chairman/setting agenda, mature, confident, clarify goals, promote decision making
* Teamworker - maintaining group cohesion, diplomatic, diffuse conflict

high performing teams share certain characteristics

* clarification of broad purposes and near term objectives
* commitment to purpose
* teamwork focused on the task at hand
* strong and clear leadership
* generation of inventions and new methods

Membership factors
* Homogeneity - of status both internally or externally leads to a more cohesive group
* Alternatives - if the member has alternatives then dependance on the group is reduced, also high turnover of group members will mean the group lacks cohesion
* Size of the group - as the size of the group goes up productivity of individual members goes down, less opportunity to contribute, cliques can form, less work is done
* membership in other groups - this may detract from the cohesion and effectiveness of the original group

Environmental factors
* Task - the nature of the task and its organisation must be compatible
* isolation of the group - external threats and incentives are lower the omre isolated the group is
* the climate of management and leadership - the leadership style adopted shoul dbe appropriate to the task.

Dynamic factors
* Groups are continually changing - not just in membership but also understading of the task and each other
* Success and failure - there can be a tendancy for a groups to persist in failure

* Small - gives everyone an ability to contribute
* Limited duration - only there to acheive a particular task
* Voluntary - should choose to be a member
* Communication informal and unstructured - no status barriers
* Action oriented - the team should create a plan for action not just a form of words

Also known as shared, or collective leadership and involves the sharing of the power base between a number of individuals

in business ecosystems organisations as a whole create more value by working collaboratively
traditional markets are linear and act with self interest

* Mobile devices
* Social media
* Cloud computing
* Data analytics and visuaisation
*AI and machine learning
*Blockchain
* Cryptocurrencies
* Internet of things (smart devices)
* Bio-nanotechnology
*3D printing

A business ecosystem is a network of organisations (suppliers, distributors, customers, competitors, government agencies, etc.), who are involved in the delivery of a specific product or service through both competition and cooperation. This network will collaborate and evolve roles and capabilities to build value and increase efficiency.The idea is that each entity in the ecosystem affects and is affected by the others, creating a constantly evolving relationship in which each entity must be flexible and adaptable to survive, as is the case in a biological ecosystem.In this context, an ecosystem is a number of interdependent enterprises drawn together in complex relationships aimed at creating and allocating business value. There is a mutual and multiplicative interaction about business ecosystems whereby the whole is greater than the sum of the individual parts, thus providing the incentive for the participants to be part of the system.Business ecosystems are broad by nature, potentially spanning multiple geographies and industries, including public and private institutions, and consumers. Organisations will therefore come together to create value.In a less-competitive ecosystem, groups such as a government, charity and a community group might collaborate on health or public policy because each entity has a shared interest and goal.

Orchestration
Mutuality

C Create barriers
A Address human need
C Collaborate
S Streamlining
A Accelerate learning
I Innovate
L Leverage technology

Direct value capture
Indirect value capture

Hornets nest
Lions Pride
Sharks Tank
Wolf pack

Design Thinking
Experiential Pilots
Prototyping
Brand Atomisation

instead of designing a single product or service that can be marketed to many customers, there should be a shift in mind-set to designing many experiences for one customer. This must be mixed with the ability to constantly learn and adapt as customer needs change.

this refers to the need to monitor how customers behave and to gain an appreciation of their reaction to new experiences. Questions should be asked such as "How are the customers responding to a new technology in the way they engage with it? How are customers being influenced by others? What reactions, emotional and behavioural, are we seeing through the new customer experience?"

instead of waiting until a new product has been perfected before bringing it to market, an organisation should recognise that speed to market is vital. So, the first generation of a product may be only about 80% ready, but it provides vital feedback in terms of customer reactions and what needs to be done with the second version.

organisations will need to design their offerings so that they can be more widely distributed and be part of the platform that is offered by other providers.

any person or group that can affect or be affected by the policies or activities of an organisation

Stakeholder identification is necessary to gain an understanding of the sources of risks and disruption. It is important in terms of assessing the sources of influence over the objectives and outcomes for the business decisions.

In strategic analysis, stakeholder influence is assessed in terms of each stakeholders power and interest, with higher power and higher interest combining to generate the highest influence.

Low interest low power - small shareholders / general public
High interest low power - staff/customers/suppliers
Low interest high power - national government/institutional shareholders
high interest high power - Directors/major shareholders/trade unions

*Partners
*Resources
*Processes
*Activities
*Outputs

*Partners - suppliers/employees/contractors who provide access to resources/markets and technologies.

*Resources - firms use their relationships with their suppliers to source and secure the right resources to make products or services that satisfy their customers. These are both tangible and intangible inputs.

*Processes - firms need to design, develop, and deploy processes that provide the infrastructure to convert resources (inputs) into goods and services (outputs). High-quality processes can lead to improved cycle times, productivity, quality, and costs.

*Activities - firms and their partners engage in activities that use the processes to convert resources into goods and services. They depict what is done and where know-how, skills, learning, and culture come together to make things happen, capturing how valuable the people element is in value creation. Effectiveness and efficiency are the key measures of success in this context.

*Outputs - resources are converted through activities and processing into outputs which can be products, services, or experiences, all of which aim to meet the customer value proposition

*Segments
*Channels

Firms deliver value to customers through communication, distribution, and sales channels. In this context the advent and growth of technology has opened many channels for firms to connect with their customers, for example using mobile phones and social media.

When revenue earned from delivering value exceeds the costs of creating value

*Cost model
*Revenue model
*Sharing surplus

*Disruptive technology
*Surviving digital disruption
*Leadership and culture
*Strategies to build disruptive business
*Digital operating models

*The internet of me
*Outcome economy
*The platform revolution
*The intelligent enterprise
*Workforce reimagined

* Creator of vision and mission – the company’s mission statement should be expanded to encompass a transformation purpose.

* Strategic planner – this is nothing new, but the focus will change. There should be a move from five year to annual planning cycles, driven by data and analysis. Greater focus should be on experimentation rather than long-term planning.

* Driver of information-based business models – find and develop new products that are (fully) data- and information-based for scalability.

* Enabler of the shift to on-demand operating models – the CEO should champion the benefit that can be gained from communities in the workplace, crowdsourcing, and staff on demand.

* Innovation promoter - appetite for risk / acceptance of failure.

* Operational excellence driver – identify ways in which automation can be introduced into processes in all departments of the organisation.

* Communication - open & honest / by digital means / social media / blogs / forums
* Journey management - Support middle managers to create culture / training / release creativity / HR policies & procedures
* Make changes visible - Visual aids / wall charts / create new working practices / office layout
* Continuous change monitoring - Feedback / 2 way communication / surveys / monitoring performance

* Build - create in house if time
* Buy - 100% aquisition of emerging business
* Partner - work closly with disrupters / build trust/ exchange ideas
*Invest - part own - avoids stifling innovation
* Incubate/accelerate - bring into your infrastructure / access to resouces / access to management

1) Attract and retain talent
2) Become an employer of choice for the latest generation of employees
3) Create a workforce with digital skills
4) Bring leadership into the digital age
5) Foster a digital culture in the enterpise
6) Create environments where humans and robots can work successfully together
7) Integrate your on-demand workforce

the whole system of controls, financial and otherwise, established by the management in order to carry on the business of the enterprise in an orderly and efficiant manner.

To correct unsatisfactory behaviour

* Arbitration
* Mediation
* Conciliation

* Dismissal
* Redundancy
* Fairness and equality
* Equality and diversity
* Equal opportunities

the idea of hidden elements in culture

The iceberg discribes 2 levels at which culture operates

* Formal aspects (visible) above the water
* Behavioural aspects (hidden) below the water

* Power culture (Zues)
* Role culture (Apollo)
* Task culture (Athena)
* Person culture (Dionysus)

Where we look to modify behaviour through controls
This is a managers responsibility
We want to get people to do the right things
Get people to act ethically
Motivate them
Improve productivity
Improve quality
Prevent mistakes

* Organisational structure
* Targets / budget setting - set expectations
* Supervision
* Culture
* Control systems - TARA / budgeting
* Policies & Guidelines

* The ranking system = scored 1 - 5 on agreed targets (1 usually bad)
* The unstructured format = Essays / short form answers, open ended and can cover any aspect not just agreed targets
* 360 approach - manager appraise individuals, individuals appraise managers, can also appraise colleagues
* Self rating - you rate your own performance and give it to your manager, then they make their own assesment

* Fair - no bias or favouratism - dont be judgemental
* Factual - evidenced - not a chat
* Firm -- it is ok to give negative feedback as long as it is constructive - not confrontational
* Frequent - as is required - managers to put in effort to undertake regular feedback - dont just do them annually
* Feedback - meant to be about continuous improvement - no unfinished business left

* Intrinsic - to do with the job itself - accomplishment - recognition - increased responsibiity
* Extrinsic - not to do with the job itself - policies - health & safety - treated fairly - appropriate salary

Extrinsic motivators are not actually motivators they just prevent dissatisfaction, intrinsic motivate.

* PRP - performance related pay - tied to the performance of the company
* Piecework - paid solely on output of work
* Profit sharing - profits distributed to employees
* MBO - management by objectives - key results = rewards are paid for achieving them
* Commision - usually sales - proportion of sales made paid to employee
* Points scheme - Range of rewards based on the scale of the acheivment
* Bonus scheme - usually a one off payment for acheiving specific target

Profitability - sales/profit/ROCE
Innovation - time to market / how many new products
Market standing - market share relative to others
Productivity - output targets
Financial & Physical resources - financing debt / share equity
Managerial performance and development - training / new accreditations
Worker performance attitude - behavioural controls / performance reviews
Public responsibility - corporate social responsibility / ethical values

1) Planning & Forecasting - draw up plans of action / identify strategies
2) Organising - decide which tasks need to be done by who
3) Co-ordination - Bringing people together / harmonising activities / goal congruence
4) Commanding - give orders / tell employees exactly what to do and how
5) Controlling - need to reveive feedback on processes so they can make adjustments if necessary

1) Interpersonal
2) Informational
2) Decisional

The right to do or act (to take actions and make decisions)

* Charismatic - derived from personality of the leader - individual characteristic - will leave with leader

* Traditional - derived from custom and practice - ie parent/child or teacher/student

* Rational-legal - derived from position in organisation

Involves obligation and cannot be delegated.

The buck should stop with the responsible manager

Accountability

If a manager is given responsibility without the necessary authority they are powerless ie being responsible for timekeeping with no authority to punish for lateness

The need to explain and justify any failure to fulfil their responsibilities to their superiors. Being called to account for ones actions

1) Specify performance
2) Formally assign tasks
3) Allocate resources & authority
4) Allow performance - maintain contact (TARA)

C Career officials
A Appointed officials
R Rules
P Public/private division
F Full-time officials
I Impersonality
S Specialisation
H Hierarchy

also Mayo

The need for recognition, security and a sense of belonging are important.

Hawthorne experiments - Western electric

Made changes to working hours, rest breaks, lighting conditions, temperature and measured how it affected productivity. When the reverted back to the conditions from the start of the experiment staff were more productive & had increased morale.

Psychological contract between colleagues & management = good working relationship

No one best approach.

A leader is someone who excercises influence over other people

* Autocratic - Do this/tell approach
* Democratic - lets work together approach
* Delegative - you go sort the problem out