5. environment
p 526
The environment concerning shoe styles changes perhaps more rapidly than any other style product and this means that there is greater uncertainty in the industry and a need to make quick decisions. Uncertainty arises when employees are not certain how to deal with certain challenges.   The structure or heirarchy of the decision making is tall and often goes back to a single person multiple times, especially Allison and Lawson, which means the whole process takes from 2 weeks to a month. 

7.

 Since there is such high uncertainty and change in the industry, the best call Illinois Shoe Company would be to decentralize and empower self managed teams to make informed decisions.  The tall hierarchy makes this difficult as does the number of times things have to be sent back up the channel to Allison or Lawson.  Allison even commented that, "If we could speed that up [the two weeks to a month it takes to launch a pilot run for a shoe], it would make the company just that much more secure in staying in the game against big companies..."

9.In terms of the environment, as discussed in 5 and 7, it would be beneficial to Illinois Shoe company to flatten the hierarchy or use self managed cross functional teams

If there is quick changes in the industry, there is greater uncertainty. The best call for the O is to decentralize and empower self managed teams to make informed decisions instead of sending everything back through the channels to Alison. This will add flexibility.

6. greater tech  - need more flexibilty (task variety (# of problems) and analyzabiluty (degree to which programmed solutions are available)

7. They send too much up to alison

MGMT notes for W

MGMT 

10 (pp. 344-349)

Socialization- learn

role orientation 

Institutionalized v individualized role orientation 

act the same v be creative is OK

1. Collective v. individual tactics - group learning  v individual one on one teaching 
2. formal v informal 
   
3. sequential v random  - do this until 1 month then do this v do what you want
4. fixed v variable tactics- precise v flexible(dont tell them exactly when they need to be socialized ) 
5. serial v disjunctive- taught by emily for ie v learn on own
6. Divesture v investiture - auto negative treatment v auto positive

17 (pp. 566-583)

2 columns>>>>>
Organizational Culture and ethical behavior
OC- shared norms/values
Organizational values

• terminal values- desired end state/outcome
• instrumental value - desired behavior

employees learn org values and norms through 

• org rites and ceremonies 
• formal socialization 
• org language (how people speak and dress and act)
• signs, symbols, stories- rites of passage(retirement party), integration(office parties), enhancement(award dinners)

Where Culture of O comes from

• O's ethics- societal, professional, individual 
• characteristics of people in O- asa
• nature of employment- ESOP - employee stock ownership - work harder bc see more of return- have equity in O
• design of org structure (mechanistic [tall, centralized, standard] v organic [flat, decentral]) (adaptive [FTW to motivate] v inert (fail to motivate w/ values) 

strong, adaptive companies have

1. bias for action :encourage creative
2. nature of O's mission : stick to business you know, have close relations w/ C
3. how it operates: motivate emps, balance in centralization. 

17 (pp. 583-588)

Values from national culture

Hofstede's model of NC

1. Individualism V collectivism[harmony, cohesive] : relationship bw individuals and groups. 
2. Lo[reduce inequity through taxation, prevent gap bw rich and poo] v Hi[big gap, accept differences as natural, inequities in $ and class etc] Power Distance
3. Achievement [value success, assertiveness]V nurturing[value quality of life] orientation 
4. Lo[value diversity] v Hi Uncertainty avoidance
5. LT v ST--- concentrate on Long or short term? we like now. 
6. bolded terms are which side of the model US sides on. 

differences in culture while trying to work together can be difficult and frustrating (mexico example w/ long lunches late hours v american schedule and norms.)

MGMT Models of Japanese Management

draw>>

>

MGMT notes 4-15

Organizational Strategy/ start Organizational Culture
: Porter’s Strategic Typology-√
: Barney & Griffin, “The Miles and Snow Typology”√
“Action Company vs. Multi-Company”
“Levels of Culture”√, “Adaptive vs. Non-Adaptive Cultures”, “Descriptives of Cult-like Cultures”√

Porter’s Strategic Typology

1. cost leadership strategy : cost penetration of mkts  -lower price 1st 
2. differentiation strategy: uniquify yo product
3. focused CLS: CLS with target mkt
4. focused  DS: DS w/ target mkt

1. CLS: sam walton w/ wal mart
2. DS: saks 5th ave, upscale shtuff
3. sCLS:walmart focused CLS on rural communities - can build big places
4. fDS: amazon.com - buy books over internets

Organizational design can help an organization achieve increases in efficiency (CLS), quality (DS), innovation and creativity, and responsiveness to customers - hard to do CLS and DS  - 

“The Miles and Snow Typology”
• prospector: 3m w/ new products, lots of RnD (innovative, search for new mkts and growth opportunities, encourages risk taking)

first to mkt- 

organic structure- can be prob bc of diversity, not a lot of consistency(Solutions: Tendency toward product structure with low division of labor and a low degree of formalization; decentralized control and short-looped horizontal information systems; complex coordination mechanisms and conflict resolved through integrators.)

flexible, prototypical tech: avoid LT commitments to techs that might not work (Solutions: low degree of routinization and mechanization; technology embedded in people.)

• defender: bic pens - keep mkt, dont do much new stuff (maintains growth, serves current customers)

seal off stable set opf products and customers: keep yo monopoly : focus on narrow domain, stay aggressive but be excellent w/ customer service and be careful w/ growth - do w/ penetration

mechanistic structure: maintain strict control and ensure efficientcy:: usually have f(x)nal structure w/ extensive division of labor, hi formalization, hi centralizaion, long looped vert info system, simple and all conflict res thru c hierarchy 

• analyzer: IBM - strives to pro and def : has a mkt, that they took from prospectors like apple, and they defend and try to find new things.  also P&G bc they need to keep up their current products and be continually adding new (maintains and has mod emphasis on innovation)

second in strat  - maintain and create new : lo investment in RnD, 

matrix structure: accommodate stable+dynamic :: teams, moderately centralized, some conflict res thru product managers and some thru normal heirarchy

dual tech core: how to stay efficient in ∆ing stuff: 

• reactor: has no strat, drifts for ∆, lots deny this strat cuz it sucks.  Honeywell used it and either was super innovative or laying off lots of talent. didnt work. they are only still around bc they developed strats when they colluded w/ new folks 

some go from pro to def when they have a stable mkt and then competition comes.  (ie mrs. fields)

Schein's Levels of Organization Culture 

less awareness

• Basic assumptions: man+nature, man+man, space, time::invisible, taken for granted, preconcious
• values of idealogy: ideas/goals, means::
• artifacts and creations:language, art, tech, status system, gender rules/family::visible but not always decipherable

more awareness

Cult-Like Cultures 

teach norms, have things elite to the group(language, songs), promote from within (shaping young minds), award publicly those who conform, 

print cases. 

econ monopoly notes

Monopoly
1. based on industry tech attributes
⁃ natural - declining lr ac over relevant mkt demand
⁃ network effects, D side
2. govt protect
⁃ usps
⁃ europe and others support and protect some , us not normally
3. cartel

12.5
p=80-.0008Q for all shops in area = inverse D
MR=80-.0016Q
MC=avc=20 (for all shops)
AC minimixing output per shop is 750 haircuts
a ) profit π maxing p, q?
competitive mkt p&Q?

MR=MC
80-.0016Q=20
Q*=37500 p=80-.0008(37500)
P*=$50


p=mc : 80-.0008Q=20
avc=mc
P*=$20
Q*=75000 (LR equil)

less TC=20*37500
profits=11250000 per week

this is lr equil calvin will operate all barbershops of min efficient scale 750 haircuts per week 37500 haircuts/750 = 50 shops


social loss for monopilization :
(75000-37500)*(50-20)*1/2 = 562500 deadweight loss

loss of consumer surplus = 37500 * (50-20) = 1250000
avc=mc


b)econ monopoly π
TR=


inverse demand
p=85-.5Q (q in thousands)
MR= 85-Q
MC=avc=10 sngle p, q where mr=mc
p*=47.5 Q*=75000
π maxing
π contribution = 47.5 - 10 * 75 = 2812.5000
consumer surplus
(85-47.5)*75*1/2 = 1406.3000
avc=mc whats deadweight monopoly loss
150-75 * 37.5 * 1/2 = 1406.3000

conclusions on basica monopoly model

compared to competitive mkt outcomes, price is higher and output is lower
there is a deadweight monopoly loss
surplus is transferred from consumers to producers

possible econ benefits of monopoly
- realization of econ of scale in some markets - natural monopoly
incentive for innovation
- use of patent law to encourage innovation - provides limited time to reap monopoloy rewards


'
ticketmaster
provides online servie
why havent others invaded the market?

monopoly by cartelization - how easy
when several producers are in a mkt and control most of the ourput
they have a big incentive to toe the line and ct as if they were one
- prior example, econ π are 1406300 greater if firms can restrict output to 75000
- so big incentive to collude - cooperate
- but another incentive to cheat some





ways to manage monopoly
price regulation (fig 12.4)
by setting a max price regulatory can limit monopoly π and expanding outputs
how is this really done?
- generally by regulators setting a required rate of return - sufficient to provive a normal π and adding this to costs
- often highly contentious process
- set the rate to low and you get underinvestment
- set rate to hi and you get gold plating


us antitrust policy is key tool
involves several laws
sherman act
clayton act
ftc act

ideas motivating :
- break apart monopolies
- alter behavior in others - stop price fixing

Practice test #3

1. B
2. C
3. D
4. C
5. B
6. A
7. C
8. B
9. A
10. D
11. C
12. A
13. D
14. A
15. C
16. C
17. A
18. A
19. D?
20. A
21. A
22. D
23. D
24. B
25. B
26. B?
27. A
28. C
29. B
30. A
31. A
32. B
33. A
34. A
35. B
36. D
37. B
38. D
39. B
40. D
41. A
42. B
43. B
44. C
45. B
46. D
47. C
48. B
49. B
50. A
51. A
52. B
53. B
54. C
55. A
56. C
57. A
58. C
59. B
60. B
61. C
62. A
63. C
64. B
65. B
66. D
67. ?
68. A
69. B
70. D
71. ?
72. B
73. B?
74. C
75. B
76. C
77. C
78. D
79. A?
80. thats as far as i got so far :) still have to reread 12 - let me know if you have different

jcphoto@ku.edu

psyc notes for test

Psychotic Disorders
1.Skitzo - 1%
decline in social or occupational function and 2/6 of symptoms or constant a or bizarre b that last 6 months+ +its not something else.
positive symptoms add, negative is like an absence.
a. hallucinations - perceptual
b. delisions - beliefs / bizzarre v not
c. disorganized speech/thought
d. disorganize/catatonic behavior
e. flat mood / apathy
f. decline in f(x) - btful mind, john nash
g. (NOT IN DSM) stimulus overload

• Men are usually diagnosed earlier
• estrogen reduces dopamine
• = across cultures
• socio-econ - higher in lower b/c skitzo causes lower and there is a bias
subtypes
✓ paranoid
✓ disorganized
✓ catatonic
✓ undifferentiated
✓ residual
THEORIES
1. kraeplin-
⁃ early in life
⁃ preogressive and irreversible intelectual deteriotation
⁃ dementia praecox, senility
⁃ psych, dont get better
2. v bleuler
⁃ develops @any time
⁃ breakdown of connections bw words, thots, feelings
⁃ skitzo, splitting of the mind
⁃ physiological, but could be brought on by psych
⁃ could recover

CAUSES
1. PHYSIOLOGICAL
⁃ electrical activity in brain stem or limbic system
⁃ - carry too much activity up to cortex, overload on cell assemblies shit
⁃ hi dopamine- greases pathway for more electric shit to go to cortex and makes worse!
⁃ drugs ^dope and cause skitzo symptoms
⁃ brain damage
⁃ prefrontal cortex- smaller
⁃ temporal cortex - language - smaller
⁃ hippocampus - long term memory
⁃ amygdala - smaller, less emotions
⁃ ventricles in brain - bigger ducts than normal. as brain dies, enlarges
⁃ Genetics
⁃ 10% of skitzo
⁃ BIO trauma
⁃ disease, poison, injury, reduce fx in brain
⁃ PRENATAL season of birth effect - 2nd trimester flu
⁃ PRENATAL bad diet, polio, bad vit A,
⁃ PRENATAL'd skitzos also often have minor physical abnormalities
⁃ PREGNANCY- difficulties- can cause structural problems (-) and possibly hi levels of dope(+)
⁃ blows to head
⁃ these areas of brain cause skitzo later because they arent fully developed yet
⁃ TREAT
⁃ DRUGS to reduce dope, arrest brain activity
⁃ neuroleptics : thorizine, haldol (blocks more)
⁃ work by block dope receptors on postsynaptic neurons so neurons cant be stimulated
⁃ can cause twitching - tardive dsykenesia 0 effects that occur later
⁃ atypical neuroleptics: +seratonin = down to dope
⁃ more effective, less side effects, can reduce depression
⁃ ECT - increase activity in frontal lobes
2. PSYCH
⁃ stress can worsen + symptoms
⁃ treatment doesnt work
⁃ behavior mod - operant - punish/reward -- too much clothing lady
⁃ reduce behavior, not symptoms
⁃ Psychoeducation educate on how to calm environment and coping required less meds! yay! very effective
⁃ LT - biochemically sometimes fixes self -
2.Brief psychotic
basically, one or more core symptoms of skitzo - from 1 day to 1 month- often after stressors - VERY MILD
3. Skitzofreniform
basically, two or more symptoms for 1 mo to 6 mo MILD
4. Skitzoaffective
basically, two or more symptoms plus depressive/manic yes decline in fx >6mo
5. Delusional
basically, one or more nonbizzare delusions
6. Shared Psycho
basically duh



PERSONALITY DISORDERS
- on axis II, personality and mental retardation (I is clinical disorders)
- revolve around pervasive/persistent problems w/ responding - consistent and extreme!
-serious prolonged problem with f(x)and happiness
CLUSTERS
A. Odd/Eccentric
1. Paranoid
⁃ mistrust w/o evidence, M>F
⁃ might have been b/c of stressor
2. Skitzoid
⁃ lack of interest in socialness, loners
⁃ neg symptoms of skitzo
⁃ oid=resembling
3. skitzotypal
⁃ illusions not delusions "i feel AS IF"
⁃ mild skitzo?
⁃ likely to be partially genetic link to skitzo-regular
⁃ nutrition is impt like in skitzo -red
4. these can infer more serious crap
5. helps understand partially
B. Erratic/Emotional
1. Borderline
⁃ instable
⁃ relations- from love to hate back to love quickly
⁃ emotions
⁃ identity
⁃ self mutilation (med by atypical neuro = clorazil = ^^ seratonin)
⁃ sharing/combo of other things
2. Histrionic
⁃ actors/shallow people
3. Narcisstic
⁃ i'm pretty
4. antisocial PD, APD
⁃ psycho/sociopath
⁃ no anxiety or guilt, pleasure seeking
⁃ cause emo/$ harm, not physical
⁃ talk way out of all
⁃ 3%men 1% womens 60$ of prison mens
⁃ phineas gage - also structural
⁃ no classical conditioning
C. ANXIOUS/FEARFUL
1. avoidant
⁃ if dont get close, dont get hurt
2. dependent
⁃ doesnt make decisions
⁃ W>M
⁃ might have been criticized early in life for being independent
3. obsessive compulsive
⁃ obsessed w/ organizing - doesnt actually do whole
⁃ no obsessions/compulsions
⁃ hoards


1. ADJUSTMENT disorders
⁃ problems adjusting to a stressor in environ, not serious
⁃ Depression
⁃ anxiety
⁃ conduct
⁃ w/ ____
⁃ use psychotherapy etc
⁃ antidepressent but not for long
2. IMPULSE CONTROL
⁃ klepto
⁃ triklo
⁃ also likely to have ocd
⁃ bicylcic- increase seratonin
⁃ pyrointermittent explosive
⁃ aggresive
⁃ gambling 5%
⁃ seratonin ^ = less impulsivity
⁃

DISORDERS appearing in infancy, childhood, adolesce

Disruptive Disorders
1. ADD/ADHD
⁃ inattention
⁃ hyperactivity
⁃ both must be before yr 7 and for at least 6 mos and interfere w/ social or academic
⁃ M>>>> F
⁃ 30-80% still show in adulthood
⁃ lower level of metabolism in brain and greatest def in prefrontal cortex and premotor cortex
⁃ underactive areas are in charge or inhibition of motor activity and attn
⁃ CAUSE
⁃ low oxygen in prefo - anoxia
⁃ infections in prenatal in 1st 12 weeks
⁃ maternal smoking
⁃ lead - wagon! haha
⁃ TREAT
⁃ ritalin, dexedrimne
2. CONDUCT DISORDERS
1) agression
2) destruction
3) deciet/theft
4) serios violate of rules
3. 6-16% m under 18 and -9% F