Summary Management 3 (MAN301) Exam Notes

,Table of Contents
STRATEGIC PLANNING 4

WHAT STRATEGIC PLANNING ENCOMPASSES: 4
STRATEGIC PLANNING PROCESS 5
VISION 5
MISSION STATEMENT 5
ASSESSING THE INTERNAL ENVIRONMENT 5
ASSESSING THE EXTERNAL ENVIRONMENT 8
TRANSLATING THE MISSION INTO LONG-TERM GOALS 9
CHOOSING A STRATEGY 9
GRAND STRATEGIES 10
GROWTH STRATEGIES 10
DECLINE STRATEGIES 12
CORPORATE COMBINATION STRATEGIES 13
SELECTION OF GRAND STRATEGIES 14
FACTORS AFFECTING STRATEGIC CHOICE 15

INNOVATION & TECHNOLOGY 15

THE CHANGE PROCESS 16
AREAS OF ORGANISATIONAL CHANGE 17
LEWIN’S CHANGE MODEL 17
CHANGE IN STRATEGY 18
CHANGING THE ORGANISATIONAL STRUCTURE 18
TECHNOLOGICAL CHANGE 18
CHANGING PEOPLE 18
RESISTANCE TO CHANGE 19
REASONS FOR RESISTANCE TO CHANGE 19
THREATENED SELF-INTEREST 19
UNCERTAINTY 19
LACK OF TRUST AND MISUNDERSTANDING 20
DIFFERENT PERCEPTIONS 20
LOW TOLERANCE FOR CHANGE 20
GENERAL REASONS 20
OVERCOMING RESISTANCE TO CHANGE 20
EDUCATION AND COMMUNICATION 21
PARTICIPATION AND INVOLVEMENT 21
FACILITATION AND SUPPORT 21
NEGOTIATION AND REWARDS 21
WHY EFFORTS TO CHANGE FAIL 22
CULTURE & CHANGE 22
DEFINITION OF THE CONCEPT OF CULTURE 22
ELEMENTS THAT DETERMINE AND EXPRESS CORPORATE CULTURE 23
CHANGING THE ORGANISATIONAL CULTURE 24
ORGANISATIONAL DEVELOPMENT 24


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,MANAGING DIVERSITY & INCLUSION 24

MISCONCEPTIONS OF DIVERSITY 25
WHAT IS DIVERSITY & INCLUSION? 27
WHAT IS WORKFORCE DIVERSITY? 28
DIVERSITY DEFINED 28
THE PLATINUM RULE 28
GENERAL DIMENSIONS OF DIVERSITY 28
REASONS FOR THE INCREASED FOCUS ON MANAGING WORKFORCE DIVERSITY 29
THE NEED FOR MANAGING DIVERSITY & INCLUSION IN SOUTH AFRICA 29
IMBALANCES IN THE SOUTH AFRICAN BUSINESS WORLD 29
THE BENEFITS OF MANAGING DIVERSITY AND INCLUSION 30
MANAGING WORKFORCE DIVERSITY 30
SIX ARGUMENTS FOR MANAGING CULTURAL DIVERSITY 31
APPROACHES TO MANAGING DIVERSITY & INCLUSION 31
DIVERSITY PARADIGMS: STRATEGIES FOR DIVERSITY MANAGEMENT 32
CULTURAL DIVERSITY 34
A DEFINITION OF CULTURE 34
SOUTH AFRICAN CULTURAL VALUES 36
SOCIAL ORIENTATION: INDIVIDUALISM VS COLLECTIVISM 36
POWER DISTANCE 37
UNCERTAINTY AVOIDANCE 37
GOAL ORIENTATION: QUALITY OF LIFE VS CAREER SUCCESS 38
RELATIONSHIPS AND RULES: UNIVERSALISM VS PARTICULARISM 38
DEGREE OF INVOLVEMENT: SPECIFIC VS DIFFUSE 39
HOW STATUS IS ACCORDED: ACHIEVEMENT VS ASCRIPTION 39
TIME ORIENTATION 40
SYNERGISTIC SOLUTIONS TO PROBLEMS OF CULTURAL DIFFERENCE 41
DIVERSITY TRAINING 41
APPROACHES TO DIVERSITY AND INCLUSION TRAINING 42
MANAGEMENT SUPPORT 43
SUMMARY OF SPHERES OF ACTIVITY FOR MANAGEMENT DIVERSITY & INCLUSION 43

GROUPS & TEAMS IN THE ORGANISATION 44

GROUPS AND TEAMS 44
TYPES OF ORGANISATIONAL GROUPS 45
INFORMAL GROUPS 45
FORMAL GROUPS 45
STAGES IN GROUP & TEAM DEVELOPMENT 46
FORMING 47
STORMING 47
NORMING 47
PERFORMING 47
ADJOURNING 47
VARIABLES THAT INFLUENCE GROUP BEHAVIOUR 47
ORGANISATIONAL CONTEXT 48
GROUP MEMBER RESOURCES 49
GROUP STRUCTURE 49
GROUP PROCESSES 50
GROUP TASKS 50
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, ORGANISATIONAL TEAMS 51
CHARACTERISTICS OF EFFECTIVE WORK TEAMS 51
WHEN ORGANISATIONS USE TEAMS 53
TYPES OF TEAMS 54
DEVELOPING INDIVIDUALS INTO TEAM MEMBERS 54

NEW CHALLENGES FOR MANAGEMENT 55

VARIABLES INFLUENCING CONTEMPORARY ORGANISATIONS TO CHANGE 55
GLOBALISATION 56
TECHNOLOGICAL ADVANCES 56
RADICAL TRANSFORMATION OF THE WORLD OF WORK 57
INCREASED POWER AND DEMANDS OF THE CUSTOMER 57
THE GROWING IMPORTANCE OF INTELLECTUAL CAPITAL AND LEARNING 57
NEW ROLES AND EXPECTATIONS OF WORKERS 58
ENVIRONMENTAL CRISES 59
DEMOGRAPHIC CHANGE 59
THE TRADITIONAL MODEL OF THE FORMAL ORGANISATION 60
THE NEW ORGANISATION MODEL 60
CHARACTERISTICS OF CONTEMPORARY ORGANISATIONS 61
GLOBAL 61
NETWORKED 61
FLAT AND LEAN 62
FLEXIBLE 62
DIVERSE WORKFORCE 63




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