strategy and strategic organizational behavior 2

Strategy and Strategic Organizational Behavior

Increasing Focus on Human Elements:
- Behavioral scientists initiated studies emphasizing the importance of the human factor in organizations.
- Key figures and studies:
- Mary Parker Follett (1920s): Early proponent of the human relations movement.
- Elton Mayo: Published "The Human Problems of an Industrial Civilization" (1933), contributing to understanding worker psychology.
- Hawthorne Studies (1927-1932): Research highlighting the effects of social relations and workplace environment on productivity.
Legal Developments: Collective bargaining was legalized in 1935, pushing management to explore new techniques for workforce management.

Theory X Assumptions:
- Believes people dislike work and will avoid it whenever possible.
- People must be coerced into working.
- Close supervision is necessary at all times.
- Most prefer to be directed with little ambition and resistance to responsibility.
Theory Y Assumptions:
- Work is regarded as a natural endeavor akin to play and rest.
- Individuals can be self-directed if clear objectives are provided.
- Commitment to objectives can be achieved with appropriate rewards.
- Most people are ambitious and seek out responsibility.
Distinction: One theory does not negate the other; they represent different perspectives on human motivation in organizational settings.

Critical for organizational success, addressing competitive challenges.
Definition: A comprehensive plan integrating goals, tactics, policies, and actions into a cohesive framework.
Two primary elements:
- Strategy Formulation: Designing/developing a strategy.
- Strategy Implementation: Executing the strategy effectively.
Corporate Social Responsibility (CSR) and ethics increasingly influence strategic management practices.

SWOT Analysis: A widely used strategic tool consisting of:
- External Analysis:
- Opportunities: Conditions that can be exploited for growth.
- Threats: External challenges that could hinder progress.
- Internal Analysis:
- Strengths: Internal capabilities that provide an advantage.
- Weaknesses: Internal limitations that may impede success.

Reference: Development of new transportation technologies akin to the Concorde.
Technical Features:
- Pressurized cabin to accommodate passengers.
- Use of hydrogen/oxygen tanks for environmentally friendly biofuels.
- Combination of conventional jet engines for takeoff and rocket engines for high altitude and speed.
- Design considerations include aerodynamic shapes akin to Concorde, facilitating efficiency.
SWOT Analysis Questions:
- What would Boeing's SWOT analysis look like for this new aircraft?

Human capital encompasses various individual attributes that contribute to organizational effectiveness:
- Visions and aspirations
- Knowledge and intellect
- Technical and social skills
- Personal qualities like confidence, motivation, and integrity
- Persistence and emotional maturity
Social Capital defined as:
- Shared visions and goals
- Established trust and mutual respect within organizations
- Engagement and collaboration among team members
Linkage: The relationship between human capital and social capital isn’t automatic; organizations must actively cultivate this connection.

Key considerations include:
- Differentiating between what is feasible (Can) vs. what is appropriate (Should).
- Balancing short-term versus long-term organizational goals.
- Navigating tactical versus strategic decision-making processes.

Alignment of Elements:
- Strategy
- Metrics & Rewards
- Systems & Processes
- Structure
- People
Galbraith’s “Star Model” emphasizes the integration of these elements for optimal functioning.

Achieving profits matching global business expectations to fulfill economic responsibilities.
Compliance with host country and international laws.
Ethical considerations pertaining to local and global standards.
Engaging in philanthropy and social responsibility initiatives.

Ethics involves evaluating behavior through the lenses of right vs. wrong, good vs. bad, and recognition of nuances in ethical dilemmas.
Legal vs. Ethical: Understanding that legality does not equate to ethical correctness.
Common Causes of Unethical Behavior include:
- Ill-conceived goals
- Motivated blindness
- Indirect blindness
- Slippery slopes
- Overvaluing outcomes
Acknowledging the necessity of a strong moral compass in navigating these dilemmas.

Mission: To invoke, provoke, and evoke imagination, senses, and emotions globally.
Values:
- Integrity in creative processes
- Respect for individual contributions
- Extending the limits of possibilities
- Drawing inspiration from diverse cultural backgrounds
- Promoting youth potential
Goal: Position Cirque du Soleil as a community agent for positive change.

Evaluate Cirque's human capital as a competitive advantage.
Analyze the necessity of both long-term strategic planning and an annual operating plan in their operations.
Discuss the importance of ethical, moral, and socially responsible practices for Cirque's long-term success.
Reflect on how these principles tie into the ongoing course content.

Summary of the discussed topics:
- Roots of Organizational Behavior and its human aspects.
- Distinctions between human capital and social capital.
- The significance of strategic and human resource management.
- Comprehensive case study analysis of Cirque du Soleil.