Unit2:

Functional Aspects of Management ,

International Management &
Contemporary Issues

Contents of Unit 2:

Creativity
Creative person and process
Team management
Organization Managing in a Global
Environment
CSR, Ethics
The 5 forces model Michael E.Porter

CREATIVITY
Creativity

is a mental process involving the

generation of new ideas or concepts, or new

associations of the creative mind between
existing

ideas

or

concepts.

An alternative conception of creativity is

that

it

is

something

simply

the

act

of

making
new.

CREATIVITY

Creativity can be

used when
confronted with a decision making
problem.
People differ in their inherent
creativity.
To over come from routine.

CREATIVITY
Definition of Creativity
"Creativity is the ability to respond to all that
goes on around us, to choose from the hundreds
of possibilities of thought, feeling, action, and
reaction that arise within us, and to put these
together in a unique response, expression, or
message that carries moment, passion, and
meaning.

CREATIVITY
Exploring Creative Thinking Techniques
Visual Thinking Activities:
Perceptual, imagery, daydreaming, patterns
Idea Listing Activities:
Attribute listing, second best answer, checklist, just suppose
Writing Activities:
Webbing, mapping, reflection writing, story starters
Group Interaction Activities:
Simulation, role play, creative dramatics, six hats,
brainstorming,
Process-Product Activities:
Problem finding, problem defining, problem-based learning

Creativity Involves
Concepts:

ideas and/or technologies

Competences: the collections of skills

and abilities of individuals (and the
opportunity to use these skills in the
organisation).
Connections: the relationships which
individuals, teams and organisations
create (networks). Sustained by
collaboration and can be re-configured
as new ideas emerge/are created.

Examining Creativity in the Workplace of

Management
Supervisors that held higher creativity expectations
were viewed as rewarding creativity, recognizing
creative
efforts,
allocating
more
resources,
encouraging collaboration and sharing, applying
creative goal setting and modeling creative behavior
in their own work
Employees interpret meaning through environmental
cues and supervisors must communicate through
behavior.
Self-efficacy levels influence the extent to which
employees entertain creative activities, initiate
creative acts, and sustain creative levels in their work.

Examining Creativity in the Workplace of

Management
Supervisors must be aware of the impact and clearly
state expectations to shape creative effort and
manage the supervisor/employee relationship.
Individuals often generalize their relationships with
direct reports to the entire organization, this
perceived support of creativity has even greater
impact on the individuals relationship to the
organization as a whole.

CREATIVITY IN ORGANISATIONS AND

CREATIVE ORGANISATIONS
Creativity in organisations focuses on
achieving innovation, competitive
advantage and social benefits by
enhancing the level of creativity in the
organisation.
This, typically, involves:
Examining the personality traits and styles of individuals
Developing an organisational context in which creativity
might be fostered (organisational cultures etc)

Creative Organisations
Typically, advertising, media, music, arts and
entertainment organisations.
Creative organisations survive by their creative output be
that a magazine, and advertising campaign or a piece of
music.
To achieve this, they need to employ professional creative
individuals, but also professional managers to ensure
business success.

Hierarchy, Power and

Creative.
Professional managers have to deal with creatives,
many of whom feel they have been forced to the
bottom of the organisation.
Many
creative
organisations
have
become
managerially professionalized with the individuals
who actually produce the creative product being at
the bottom of the mass.
Media organisations are just as full of structures, limits
and routines as any other type of organisation.

Creatives and the Strategy Process

The disengagement of creatives from strategic decision
processes in a range of creative organisations is
striking.
To what extent would it make sense to involve creatives
to a greater extent in the strategy process? i.e higher
creativity is not of an essential benefit for the
management.
There are countless conflicting arguments about this
point.
Kanter in the year 1999 argued that greater
involvement would release greater levels of innovation
and Hickson (2003) would argue that implementation
(and performance) would benefit

Creative People

Comparing Creatives and Knowledge

Workers.
There are similarities in some of the
dilemmas between organisations employing
creatives and professional service firms
employing knowledge workers.
In the same ways as creatives, knowledge
workers are the core competence of the
organisation.
They both present similar
difficulties for management.

Components of
Individual Creativity

TEAM MANAGEMENT
What is a team?
A team is a number of persons associated
together in work or activity: as a group on
one side (as in football or debate).
In other words, when one person cannot
accomplish a job alone and several
individuals must cooperate to fulfill a mission,
you need a team. The better the cooperation,
communication, and coordination among
team members, the more efficient the team

TEAM MANAGEMENT
Teamwork
Is close cooperation between cross-trained employees who
are familiar with a wide range of jobs in their organization
Team-building
Is high interaction among group members to increase trust
and openness

What is team management?

Team management refers to techniques, processes
and tools for organizing and coordinating a group of
individuals working towards a common goali.e. a
team.

TEAM MANAGEMENT
MANAGING THE TEAM
Selection
- Analyzing Team roles
- Forming the Team
- Establishing Team goals
- Matching Team to Task
Bonding
- Establishing Team Trust
Development
- Balancing Skills within the Team
- Ways to formulate Goals
- Maximizing Team Performance
- Improving Team Efficiency

TEAM MANAGEMENT
Optimizing Performance
- Maximizing Performance
- Team Dynamics
- Four Stages of Team Development
- Managing Tactics
- Resolving Conflicts
Assessment
- Project or Goal Check

TEAM MANAGEMENT

Team Dynamics
Team and group dynamics are influenced by many factors, such as
The larger context in which the team operates,
The organization,
The team identity itself, and
The mix of individuals within the team.
The Context of the Team
The country and geographic region form a larger culture in which the
organization operates. All of these contribute to the economic, political,
technical, and cultural climates in which the organization, the team, and
the individuals operate.
The Organization
The kind of organization, such as business, or non-profit, along with the
organizational culture will influence the team functioning just as much as
the division of the organization such as sales, research, operations, etc.

TEAM MANAGEMENT

The Team Identity

Teams have an identity of their own. This identity stems from the
interrelationship of the larger culture, the organizational culture,
the team configuration, the nature of the work (purpose), and the
qualities of the individuals. It is not the sum of the types, or
preferences, or temperaments of the team members.

The Individuals
Within this mix of influences are the individual team members
who likely have specific kinds of work to perform and specific
roles on the team. Individual members influence the team
dynamics as well, so much so that when the composition of the
team changes, the team dynamics will change.

TEAM MANAGEMENT

TEAM BUILDING
Team building refers to a wide range of activities,
presented to businesses, schools, sports teams, religious or
nonprofit organizations designed for improving team
performance.
Team building is pursued via a variety of practices, and can
range from simple bonding exercises to complex simulations
and multi-day team building techniques designed to develop
a team (including group assessment and group-dynamic
games), usually falling somewhere in between.

TEAM MANAGEMENT

Reasons for team building

1.
2.
3.
4.
5.
6.
7.

Improving communication
Making the workplace more enjoyable
Motivating a team
Getting to know each other
Getting everyone "onto the same page", including goal setting
Teaching the team self-regulation strategies
Helping participants to learn more about themselves (strengths and
weaknesses)
8. Identifying and utilizing the strengths of team members
9. Improving team productivity
10. Practicing effective collaboration with team members

TEAM MANAGEMENT

Barriers to Team Building

Credibility of the project leader
Unclear project objectives
Changing goals and priorities
Lack of team definition and structure
Confusion about roles and responsibilities
Performance appraisals that fail to recognize teamwork
Excessive team size (Optimum size 7 25)

TEAM MANAGEMENT
Know the conditions favorable for development of high
performing teams
Voluntary team membership
Continuous service on the team
Full-time assignment to the team
An organization culture of cooperation and trust
Members report only to the project manager
Functional areas are represented on the team
The project has a compelling objective
Members are in speaking distance of each other

ORGANIZATION MANAGING
IN A GLOBAL ENVIRONMENT

ORGANIZATION MANAGEMENT
Organizational

managementis a commonmanagementstyle
for modern small businesses. Theorganizationalmethod
allows managersto break down the entire operation of a
department into several phases

McKinsey 7S
Model
The McKinsey 7S Framework is a
Management Model developed by well-known
business consultants Robert H. Waterman, Jr.
and Tom Peters (who also developed the MBWA-"Management By Walking Around" motif, and
authored In Search of Excellence) in the 1980s.

McKinsey 7-S Model

Strategy
Structure
Systems
Style
Staff
Skills
Superordinate goals

McKinsey 7-S Model

7-S Model The Hard Ss

Strategy
Actions a company plans in response to or in anticipation of
changes in its external environment

Structure
Basis for specialization and coordination, influenced primarily by
strategy and by organization size and diversity

Systems
Formal and informal procedures that support the strategy and
structure (Systems are more powerful than they are given
credit)

7-S Model The Soft Ss

Style
Organizational culture: the dominant values, beliefs and norms
which develop over time and become relatively enduring features
of organization life
Management style: what managers do rather than what they say
(where they spend their time and attention, what they allow,
what they reward, etc)

7-S Model The Soft Ss

Staff
The people/human resource management ways of shaping basic
management values, processes used to develop managers, ways of
introducing new employees and managing careers, socialization
processes

Skills
Distinctive competencies what the company does best, ways of
developing or shifting competencies

Shared values
Guiding concepts, fundamental ideas around which a business is
built simple, usually stated at abstract level, have great
meaning inside the organization, although outsiders may not see
or understand them

McKinsey Report;
Organizational
Perspective from Global
View
.pdf file for reference

CSR & BUSINESS

ETHICS

Corporate Social Responsibility ?

Corporate

social responsibility is a form of

corporate self-regulation integrated into a
business model

Built-in,

self-regulating
mechanism
whereby a business monitors and ensures
its active compliance with the spirit of the
law, ethical standards, and international
norms

Corporate Social Responsibility ?

CSR is to embrace responsibility for the
company's actions and encourage a positive
impact through its activities on the
environment,
consumers,
employees,
communities, stakeholders and all other
members of the public sphere who may also be
considered as stakeholders

 ISO 26000 is the recognized international

standard for CSR

Prof Michael Porter

CSR turns into CSV

Creating
Shared
Value

CSR goes by many names

Corporate citizenship
Corporate
philanthropy
Corporate giving

Corporate community
involvement
Community relations

The aim
to be
the worlds
most
sustainable
retailer

3 Phases in CSR
Phase I

(1960-1990)- Pre CSR Phase

Phase II

(1990-2000)- CSR Initiation Phase

Phase III (2000 ongoing)- Early CSR

Mainstreaming

Phase-I (1960-1990)
WWF

was created at Switzerland , non-govt.

actor in conservation 1961
Consumer Bill of Right USA
The first Earth Day was held as a national
awareness campaign on the environment. An
estimated 20 million people participated in
peaceful demonstrations all across USA 1970
Alternative to GDP, Measure of Economic
Welfare created.

Phase-I (1960-1990) Contd

The then Chairman of Tata Steel asks audit
committee to report on whether and the extent
to which company has fulfilled the objective
regarding the social and moral responsibilities
1979

Australia adopts a National Conservation Strategy

to implement the objectives of the World
Conservation Strategy. 1983

Phase II (1990-2000)
Earth Summit in Rio De Janeiro was held with 180
country delegations addressed ways to halt the
destruction of irreplaceable natural resources- 1991
EU announced framework of environmental
policies applicable to EU and its member states
1993-2000

Formation of World Trade Organization replacing

GATT. Key functions include: handling trade
disputes and technical assistance and training for
developing countries -1995

Phase III (2001 ongoing)

UK

govt. appointed world first minister for CSR-

2000
The UK government publishes its first review of
progress
towards
sustainable
development,
achieving a better quality of life.
Launch of FTSE4Good Index
World summit on sustainable development
Johannesburg succeeded in generating sense of
urgency ,commitment for action (220 partner ,
$235 million resource) were identified to
complement govt. commitment

CSR IN INDIA THE INITIAL STEPS

Evolved through the concept of giving an
integral part of Indian culture
Philanthropy
Religious donations
Modern connotation
1. First initiative by leading business houses (Tata,
Bajaj, Birla, etc.
2. Individual initiatives by individual corporate

CSR IN INDIA FOCUS AREAS

Traditional
Education
Health
* Contemporary
Capacity Building skill development, training
Sustainable Development environmental
protection
Community Development education, health,
poverty alleviation
Social Challenges women's empowerment, girl
child

CSR IN INDIA- PROJECTS

*HUL -

Project Shakti of Unilever is creating rural

entrepreneurs , trained 13,000 underprivileged
Indian women distribute the companys products
to 70 million rural consumers

*COCA

COLA- 320 rain water harvesting systems

implements across 17 states in India

*ITCs e-Choupal initiative

KEY ISSUES IN CSR

POLLUTION

*POLLUTION

Business should follow these

principles

*Ethical Responsibilities
Have an ethical obligation to do what is right &
fair and avoid harm.

*Legal Responsibilities
Obey the law
Law is Societies' codification of right & wrong

Business should follow these

principles (Contd..)
Economics Responsibilities
Be profitable:
The foundation on which all other
blocks rest

Do Green Practices

LEAD FREE PRODUCTS

Reduce Reuse Recycle

* Reduce Reuse Recycle

Benefits of CSR
*Satisfied Human Resource
*Brand Differentiation
*License to Operate
*Enhanced Public Image
*Perpetual Trust and Goodwill of People / Customers
*Greater Market Share
*Top of the Mind Awareness for People
*Less Risk

Ethics, Economics, and Law

CSR Management:
Plan, Do, Check, Act method
Plan

Do

Consult stakeholders
Establish code of conduct

Establish management
systems and personnel

Set targets

Promote code compliance

Act

Check

Corrective action

Measure progress

Reform of systems

Audit
Report

5 FORCES MODEL : MICHAEL PORTER