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

PSYC notes

asbergers -
SYMPTOMS

1. impair in social skills
2. limited interests

• lady from greys
• timmy - aspergers kid who is interested in post impressionistic art, mid east

CAUSES AND TREATMENTS

1. PROBLEMS in brain like autism, less severe
   
2. occurs mostly in M
3. teach social skills

• door opening, left prom on curb

RETT'S DISORDER

1. normal till 5 months , then serious pervasive decline
2. autism +++
3. only in females

DISINTEGRATIVE DISORDER

1. normal develop until 2 and 10, and then 
2. mostly in males
3. causes unknown no treatments that are way effective

COMPARISON OF DISORDER

TABLE.

anorexia

1. concerned about weight
2. purge bc of discomfort
3. epichet - help vomit

conflicts bw mom and kid

brain hypothalymus - eat sleep sex - seratoninc

4 readings
12 (pp. 401-411)
1 (pp. 8-13)


SW - barrett - top ranked woman @ sw
herb -other half of the brain - maverick


CASE I
You are general foreman in charge of a large gang laying an oil pipeline. It is now necessary to estimate your expected rate of progress in order to schedule material deliveries to the next field site.
You know the nature of the terrain you will be traveling and have the historical data needed to compute the mean and variance in the rate of speed over that type of terrain. Given these two variables, it is a simple matter to calculate the earliest and latest times at which materials and support facilities will be needed at the next site. It is important that your estimate be reasonably accurate. Underestimates result in idle foremen and workers, and an overestimate results in tying up materials for a period of time before they are to be used.
Progress has been good, and your five foremen and other members of the gang stand to receive substantial bonuses if the project is completed ahead of schedule.
CASE II
You are supervising the work of 12 engineers. Their formal training and work experience are very similar, permitting you to use them interchangeably on projects. Yesterday your manager informed you that a request had been received from an overseas affiliate for four engineers to go abroad on extended loan for a period of six to eight months. For a number of reasons, he argued and you agreed that this request should be met from your group.
All your engineers are capable of handling this assignment, and from the standpoint of present and future projects there is no particular reason why any one should be retained over any other. The problem is somewhat complicated by the fact that the overseas assignment is in what is generally regarded in the company as an undesirable location.
CASE III
You are the head of a staff unit reporting to the vice-president of finance. He has asked you to provide a report on the firm’s current portfolio, which will include recommendations for changes in the selection criteria currently employed. Doubts have been raised about the efficiency of the existing system in the current market conditions, and there is considerable dissatisfaction with prevailing rates of return.
You plan to write the report, but at the moment you are quite perplexed about the approach to take. Your own specialty is the bond market, and it is clear to you that a detailed knowledge of the equity market, which you lack, would greatly enhance the value of the report. Fortunately, four members of your staff are specialists in different segments of the equity market. Together, they possess a vast amount of knowledge about the intricacies of investment. However, they seldom agree on the best way to achieve anything when it comes to the stock market. Although they are obviously conscientious as well as knowledgeable they have major differences when it comes to investment philosophy and strategy.
You have six weeks before the report is due. You hove already begun to familiarize yourself with the firm’s current portfolio and have been provided by management with a specific set of constraints that any portfolio must satisfy. Your immediate problem is to come up with some alternatives to the firm’s present practices and select the most promising for detailed analysis in your report.
CASE IV
You are on the division manager’s staff and work on a wide variety of problems of both an administrative and technical nature. You have been given the assignment of developing a universal method to be used in each of the five plants in the division for manually reading equipment registers, recording the readings, and transmitting the scorings to a centralized information system. All plants are located in a relatively small geographical region.
Until now, there has been a high error rate in the reading and/or transmittal of the data. Some locations have considerably higher error rates than others, and the methods used to record and transmit the data vary between plants. It is probable, therefore, that part of the error variance is a function of specific local conditions rather than anything else, and this will complicate the establishment of any system common to all plants. You have the Information on error rates but no Information on the local practices that generate these errors or on the local conditions that necessitate the different practices.
Everyone would benefit from an improvement in the quality of the data as they are used in a number of important decisions. Your contacts with the plants are through the quality-control supervisors who are responsible for collecting the data. They are a conscientious group committed to doing their jobs well, but are highly sensitive to interference on the part of higher management in their own operations. Any solution that does not receive the active support of the various plant supervisors is unlikely to reduce the
error rate significantly.




Putting the Vroom and Yetton Model to Work

An Example:

The best way to understand this leadership model is to apply it to a specific decision that a given leader needs to make and then follow through on the decision tree shown in Figure 12.3. Amy Cantos is the head of the accounting department in the business school of a large Midwestern state university. There are six secretaries in the department and twenty-four professors. Cantos has to assign each secretary to work for four professors. Some of the secretaries are more skilled than others, and some of the professors have heavier workloads than others, so these assignments are more complicated than they seem at first. Should Cantos make these assignments herself, or should she allow her subordinates (the secretaries and the professors) to participate in the decision-making process?
Using the decision tree shown in Figure 12.3, Cantos first asks herself question A: “Is there a quality requirement such that one solution is likely to be more rational than another?” Cantos answers yes to this question because it is important for the workload to be spread as evenly as possible among the secretaries and for professors who have heavy workloads and a lot of deadlines to have the most skilled secretaries.
Moving along on the “yes” path from question A lead to questions B: “Do I have sufficient information to make a high-quality decision?” Cantos answers yes to question B because she is familiar with the skill levels of the six secretaries and with the workloads and deadlines faced by each of the twenty-four professors.
Moving along the “yes” path from question B leads to question D: “Is acceptance of decision by subordinates critical to effective implementation?” Cantos answers yes to question D because it is important that both secretaries and the professors accept the secretarial assignments.
Moving along the “yes” path from question D leads to question E: “If I were to make the decision by myself, is it reasonably certain that it would be accepted by my subordinates?” Cantos answers yes to question E because she has a good working relationship with the secretaries and the professors and she knows that all of her subordinates believe she does what is best for the department.
Moving along on the “yes” path from question E leads to question F: “Do subordinates share the organizational goals to be attained in solving this problem?” Cantos answers no to this question because the secretaries’ goals are to work for the professors who are easiest to get along with, but most of the professors (regardless of their workloads) have the goal of getting one of the most skilled secretaries.
Moving along the “no” path from question F leads to the number 5, which indicates that this is a number 5-type problem. Because Cantos’s decision is a group rather than an individual decision, four decision styles could be appropriate for this problem. The first style in the feasible set is consultative, has the most involvement by subordinates, and is good for their growth and development. Because Cantos needs to make a quick decision and doesn’t want to waste the secretaries’ or the professors’ time, she chooses the first style in the set, AI.


 
 
GROUP PROBLEMS AND DECISIONS
 
INDIVIDUAL PROBLEMS AND DECISIONS



AI.
Leader solves the problem or makes the decision using information available at the time. No outside output. Least Participative.
AI.
Leader solves the problem or makes the decision using information available at the time. No outside output.

AII.
The leader obtains the necessary information form subordinates. The leader makes the decision.
AII.
The leader obtains the necessary information form subordinates involved in the decision. The leader makes the decision.

CI.
The leader shares the problem with the relevant subordinates individually and gets their ideas and suggestions without bringing them together as a group. The leader makes the decision
CI.
The leader share the problem with the subordinates and asks for their ideas and suggestions. The leader makes the decision

CII.
The leader share the problem with subordinates as a group, obtaining their ideas and suggestions. The leader makes the decision.
GI.
The leader share the problem with the subordinate, and together they analyze the problem and arrive at a mutually agreeable solution.
SHAPE \* MERGEFORMAT
GII.
The leader share the problem with subordinates as a group, does not try to influence the group, and is willing to accept and implement any solution that has the support of the entire group.
DI.
The leader delegates the problem to the subordinates, provides any relevant information, but gives the subordinate responsibility for solving the problems. - most participative

been figuring out GPA etc.

If I get
BE A
FIN B
MGMT B+
MKTG B+
Psyc B

I'll have near a 2.9 professional and a 2.8 overall

Over the summer I can take
SCM 310 - M-F Jun 9- July 6 9:10- 11:10 am could work out after Lunch
Psyc 566 - &Law M-F July 7 - July 31 1-3 pm - could work out in AM
- wouldnt be able to work mornings, could do Delco and Delivery most nights

work, school , working out. on days off work - tanning, lake, etc.


Fall 2009
Psyc ___



Spring 2010
Psyc ___
MGMT 498

W. Edwards Deming - peformance appraisal and reward
trad - employees differ, raters distinguish personal and environ sources of variation - base only on performance w/in control
Deming says
emp are that diff , most variation is out of control of worker, raters are incapable of distinguishing person cuased and system caused variation
reviews - leave people bruised, feeling inferior - good for SR, bad for LR, bad for teams, good for rivalry
merit rating - pay for what you get - motivate to do best, but effect is oppostite - everyone tries to just help themselves and the O loses.
merit rating rewards people who work within, not outside of system - dont rock boat.
not possible to rate people.
performance = combo of many things


from ch 8
Careers - more than just jobs
steady rate - mailman 0 one time commit
linear - promotion basic
spiral - diff types of job, build on each other but are fundamentally different
transitory - changes a lot
boundaryless career- freelance
preparation for work>organizational entry > early career>midcareer> late career
career plateau - not a lot of incentive or poss for promotion

MGMT notes 3-23

Love is something you feel when you forget to hate.

MGMT notes 3-23
ch 8
Motivation for Employees
Pay -
psychological contract - how emp. values inputs v outputs - transactional (SR) or relational (LR)
- direct communication
-observation
-written documents

Performance Appraisal
choose mix of formal/informal
choose factors to evaluate
choose method of appraisal - graphic, BARS(behaviorally anchored)(more detailed, but has overlapping behavior possibility) , BOS(behavioral observation scale) (most accurate, longest)

merit pay - commission or similar

Careers - more than just jobs
steady rate - mailman 0 one time commit
linear - promotion basic
spiral - diff types of job, build on each other but are fundamentally different
transitory - changes a lot
boundaryless career- freelance
preparation for work>organizational entry > early career>midcareer> late career
career plateau - not a lot of incentive or poss for promotion




ch7
quick overview - no more than 20 min.

MGMT 3-11

IMPLEMENTING CONCEPTS OF WORK DESIGN
Combining Tasks
Putting together separate tasks to
form newer and larger modules of work
Forming Natural Work Units
Distributing work in a logical way so that a worker hasownership
- a sense of continuing responsibility for an identifiable body of work
Establishing Client Relationships
Identifying who the client is
Establishing direct links with the client
Setting up criteria by which the client can judge
quality of the product or service
Establishing means to relay judgments
Contact should be as great as possible and as frequent as necessary.
Face to face contact is highly desirable, at least occasionally.
It is best to have criteria that are mutually understood and agreed upon.
Vertical Loading
Add to the job responsibilities and controls
formerly reserved for higher level management
Granting discretion in areas such as the following:
• setting schedules (e.g., rotation, overtime)
• deciding on work methods and standards (justifying improvements to managers and engineers)
• checking quality
• advising and training less experienced workers
• doing preventative maintainence
• deciding when to stop and start work, when to break, how to assign priorities
• engage in seeking problem solutions on one's own
• control over budgets and other financial aspects of the job
• selection of new hires, team leaders, and others in roles of consequence to the individual/team
Opening Feedback Channels
Removing existing blocks to naturally occuring
job provided data about performance

• Putting QC in the hands of workers and not quality control inspectors
• Provide standard summaries of performance records directly to the workers
• Programming computers and other automated operations to indicate errors and/or generate positive feedback messages

MKTG 310

MKTG notes p 237-49

237 Improving Marketing Mix

Crayola - oily chalk- Binney & Smith

Line extension  ie/new flavors - less risky than new products

238-9 Modify Product

1. must be modifiable
2. C must percieve modification 
3. Mod must be consistant w/ C's needs/desires

• drawback: C may see as riskier

239-40 Types of modifications

• Quality : Dependabily/Durability can be ^ or down 
• Functional: Versatility/ Effectiveness /convenience/safety  Require Redesign usually , can inrease mkt share, show progressive image for O, reduce liability
• Aesthetic: Sensory Appeal ^mkt share, civic - risk > customers may not like change, differentiates from competitors, can increase mkt share

240-47 Developing New Products

New Product Development process 

1. Idea Generation:
2. Screening : making sure it wont cannibalize, choosing best ideas, lots are rejected
3. Concept Testing : pretest
4. Business Analysis:how does it fit into our O
5. Product Development: prototype/r&D, very lengthy and expensive
6. Test Marketing : decrease risk of fail, but there is a risk of competition screwing up your mkt research
7. Commercialization: sell, ie/ map and gradual intro into mkt  v all at once

Ch 13

Establishing Prices

1. Development of pricing objectives 

a)Survival:adust $* to ^ sales to match expenses

b)Profit - pi- to max profit - identify price in order to max profit

c)ReturnOnInvestment

d)MKT share: maintain or ^ sales in relation to competition

e)Cash flow: set $ to encourage rapid sales

f)Status quo: set $ to stabilize D and sales

g) Product quality:set $ to recover C of R&D expenditures to get HD images

2. Assessment of tgt markets , evaluation of price

value: price and quality 

also variable on place - ie/ movie concessions $=^^^

3.Eval of competitors price
4. selection of price basis

Cost based Pricing 

Cost plus pricing 

adding % or $amount to cost of Product

very common

Markup pricing 

M^s  as % of cost   

15(M^)/45(retail cost)=33.3%

M^ as % of sell price  

15(M^)/60(sell price) = 25% 

make sure you know if its % of cost or sell price when discussing M^

Demand Based pricing 

ie/ discount @ low D times

Competition based pricing

Costs are secondary to competitors pricing - airlines use - same routes are EXACT same price between competitors  

Very Common 

5. Selection of pricing strategy

Differential pricing

6.determine specific price

*$=price

O=organization

C=customer or maybe cost

pi=profit

tgt=target

eval=evaluation

D=demand

This week.

Monday
mgmt notes: 6 (pp. 180-201)
5 (pp. 146-162)


Tuesday
MKTG- Read text : 220-235, 237-249, ch 13
PSYC- none
FIN- turn in ch 6 hw
BE-

Wednesday
Reading: “Implementing Concepts of Job Design”
Exercise: “Redesigning Work on the Auto Assembly Line”
7 (pp. 210-237)


Thursday

?


break!!!!!!!!!

Cremer, Jackie
Skinnycorp LLC defines their divisions as Threadless Tees, ThreadlessKids, Select, Type Tees, Naked & Angry, I Park Like An Idiot, and ExtraTasty. http://www.skinnycorp.com/
The Threadless Projects – Threadless.com
Original T-shirts
T-shirts for kids
more expensive t-shirts: upward stretch from original Tees
Less expensive T-shirts: downward stretch from original Tees
They also sell wall art (BLIK) and canvas prints through threadless.com using the same art as on the T-shirts
Other Projects by SkinnyCorp LLC
Other products that are not clothing. Umbrellas, wallets, dishware, etc.

Bumper stickers

Drink recipes



Analysis: The three variables concerning consistency of product lines are end user, production requirements, and distribution. SkinnyCorp works well within their means to keep some consistency, but also to ____ to many end users.
Threadless Tees, ThreadlessKids, Select, and Type Tees are all divisions of different types of T-shirts that they sell on their website, threadless.com. A big part of their company is that there is a community where you can vote on user-submitted art and phrases that can become future t-shirts. Since their main storefront is online (they do have a Chicago store as well). Most products are shipped to the end-user. The t-shirts are sent in plastic mailing envelopes that allow multiple shirts to fit into one bag. The envelope also reads “This package is proof that I am awesome.” In the t-shirt division of their company, the production and distribution is very consistent, but the end users are different.
• Threadless Tees are mostly marketed to teens and young adults
• Threadless kids end user is children
• Select tees are higher priced and ____ to higher income teens and young adults and more into the adult category as well.
• Type Tees are more affordable and simpler for the end users who do not spend a lot of money on clothing
Threadless also started selling canvas prints of the t-shirt art and also ‘wall-art’ a while ago and this could have been a transition process between Threadless and their new division which has a lot more than t-shirts, Naked and Angry. For the wall art, since it was so different in production standards, they used an outside company, BLIK.
Naked and Angry is also an art-centric company where you vote on patterns to become various goods such as wallets, ties, handbags and umbrellas. The end user for most of their products is adults. The prices are higher and more usable for adults. They also have ties and dishware. The production is also different because they are printing on different types of fabrics and materials. The distribution is most likely through the same mail service they use for Threadless but they probably have different packaging for N&A. I say probably because I have not ordered from N&A yet.
I Park Like An Idiot is a simple website with one product, a bumper sticker to place on badly parked vehicles. There are no flankers, just one singular bumper sticker you can buy in bulk. The production is also printing, but onto a paper product. The distribution is most likely also simple mail. The end user is most likely people who drive and notice bad parking jobs.
ExtraTasty is a service that tells you how to make various mixed drinks based on what is in 'your bar', what ingredients you have on hand. The end user is obviously young drinkers probably aged 21-30 who are looking to try new combinations of beverages. The product is a service, so the production and distribution is simply running the website.
All of these have user-submitted portions of their sites. This is valuable to be consistent in this manner because they already know how to program and promote the sites to be the most effective so that people will submit art work and opinions. This also allows them to have built in feedback so they can most effectively serve the customer and know who their customers are.



The first few (TT, TK, S, TT) are also very consistent because they are all printing on t-shirts. And Naked and Angry is slightly less consistent because they are printing on different fabrics and materials.


3 variables????????? look them up and finish this yay.

one of their most inconsistant products is BLIK. its wall art. explain. http://www.whatisblik.com/threadless/
they knew that this was not something they could easily do, but wanted to have their art turned into wall art. So they partnered with BLIK who already had a website set up selling and producing wall art.


Threadless is an online-community-based tee shirt company with an ongoing open call-for-submissions. Designers submit ideas which are evaluated by over 500,000 people in the Threadless community. All submissions are evaluated by the community and given a final score. Tee shirt designs are selected by Threadless from the pool of the most popular designs. Designers currently receive a payment of $2,500 in cash and gift certificates. The project was started in 2000 by skinnyCorp. Since then, over 900 designs have been chosen for print from more than 130,000 submissions. Go say hi!

skinnycorp

cremer, Jackie
Skinnycorp LLC

They define their divisions as Threadless Tees, ThreadlessKids, Select, Type Tees, Naked & Angry, I Park Like An Idiot, and ExtraTasty.








BLIK.
also art prints!
one of their most inconsistant products is BLIK. its wall art. explain. http://www.whatisblik.com/threadless/
they knew that this was not something they could easily do, but wanted to have their art turned into wall art. So they partnered with BLIK who already had a website set up selling and producing wall art.


Threadless Tees, ThreadlessKids, Select, and Type Tees are all divisions of different types of Tee Shirts that they sell on their website, threadless.com. A big part of their company is that there is a community where you can vote on user-submitted art and phrases that can become future t-shirts. Naked and Angry is also an art-centric company where you vote on patterns to become various goods such as wallets, ties, handbags and umbrellas. I Park Like An Idiot is a simple website with one product, a bumper sticker to place on badly parked vehicles. There are no flankers. just one singular bumper sticker you can buy in bulk. ExtraTasty is a service that tells you how to make various mixed drinks based on what is in 'your bar', what ingredients you have on hand.

All of these have user-submitted portions of their sites. This is valuable to be consistent in this manner because they already know how to program and promote the sites to be the most effective so that people will submit art work and opinions. This also allows them to have built in feedback so they can most effectively serve the customer and know who their customers are.

The first few (TT, TK, S, TT) are also very consistent because they are all printing on t-shirts. And Naked and Angry is slightly less consistent because they are printing on different fabrics and materials.


3 variables????????? look them up and finish this yay.



Threadless is an online-community-based tee shirt company with an ongoing open call-for-submissions. Designers submit ideas which are evaluated by over 500,000 people in the Threadless community. All submissions are evaluated by the community and given a final score. Tee shirt designs are selected by Threadless from the pool of the most popular designs. Designers currently receive a payment of $2,500 in cash and gift certificates. The project was started in 2000 by skinnyCorp. Since then, over 900 designs have been chosen for print from more than 130,000 submissions. Go say hi!

Psyc Notes

Bipolar

• mostly caused by genes - there is a bipolar and skitzophrenia overlap in genetics a lot

symptoms

• mania: hi self esteem/grandiosity...mania/hysteria... 
• hypomania=at least 4 days
• psychotic symptoms 
• rapid cycling - cycle through 4X year

40% chance of attempted suicide - highest of all psych disorders

Diagnosis

• bipolar I: may have mania, but not depression
• bipolar II:more likely to have hypomania and serious depression 
• cyclothymic:

gender and cultural 

M =F 

Asians< all

creativity - yes

not creativity in skitzophrenia

80% of creative writers have had at least one depressive episode

his brother (Terry) when in mania has very stream of conciousness convos w/ him.. can't stop him and cant tell him he's changed meds - he wont listen

his friend is an interior decorator. and bipolar.  when she is manic she is AWESOMe at her job. she disregards rules of design and makes awesomness. also produces more in manic stage

Bipolar

causes

psych 

• bullshit. it used to be thought that it was a manic flight from depression (more in book)
  
• and that stress+general emotions/arousal caused

physiological

• genetics - highest - 80% related (studies w/ twins)
• 20% is prob related to prenatal complications (ma's in libro)
• stimulation/concussion or something of frontal lobe
• brain structure
• instability of brain activity : in frontal lobes (FL), prob structural, FL doesn't control other parts of brain as well as it should. neurotransmitter levels are off. 

1. treatments: mood stabilizers (drugs to stabilize moods and thoughts)+antidepressants
2. MS bring down mood from manic
3. anti's bring back up 
4. crazy to balance these - very difficult
5. also use antiphychotics

John Cade - in book - looked at his pee to see what caused bipolar. but then tried to seperate out parts and put them in guinea pigs and then see which ones caused the guineas to die/have symptoms -- in seperating using lithium - he found a treatment - 

lots of side effects for lithium - but very effeci

tve

• a strong emotional event can cause mania : positive or negative

talked about psychoeducation  and Cog behavioral crap - 

• focus on continuing meds 
•  on medical not crazy 
•  on calming the environment: dont cause manias:
  
• comparison: we realized we have to make accomadations for those in wheelchairs , why not for those w/ psych disorders?  -

also this day he started with a comment on the jayplay article about controlling your dreams - they dont rep unconsciousness  behavior -- this is bullshit  

dreams are the random stimulation of memories to keep the brain functioning whilst you sleep.  when a cell assembly is stimulated - boom! you have that memory. more recent mems are more likely to fire if stimulated.  they make no sense - but you make a story of it. 

programming dreams - if you think about a memory or thing - you prime it and since you just thought about it - it is more likely to come up if that area of the brain is randomly stimulated.  

no magic. 

Extra Page

Ethical frameworks

• perceptual - gut feel
  
• ideological - accepted norm
  
• Theoretical - steering principles  (teleological- ethical egoism (only self interest), utiliatarianism (greatest good)) (deontological - ethical formalism (based on what is universally culturally acceptable)- KANT)
  

Ground Rules for Effective groups

1. test assumptions and inferences- I have inferred by this action that __, am I correct?
2. share relevant info -help each other solve
3. focus on interests, not positions - if you all take a EE position to meet interest - no consensus - what is most important interests?
4. be specific (use examples)- 
5. agree on important words - red v purple
6. explain reasons - 
7. disagree openly 
8. make statements, then ask for FAQ
9. jointly design ways to test disagreements/solutions
10. discuss the undiscussable - dont be defensive!
11. keep discussion focused - discuss until all understand
12. no distracting/cheap shots
13. all members participate in all phases
14. exchange relevant info w/ non group members
15. consensus 
16. self critiques - invite others to disagree and listen to their opinions

Readings 

ch 1 (p 2-8)

explain 

pp 635-636

explain 

ch 15, pp 510-527 

explain

Date: 23 February 2009
TPC: Decision Making and Problem Solving Day 2
Writer: Jackie Cremer (A-Team)
Present: Devanada(PF), John (Spk), Clark(Scr), Jono(DA), Chris(Time), Geoff(SF)
Our team goal for the day was to make sure everyone's voice is heard and opinion is considered. The team was structured differently, with the roles in the Vanatin case, which helped us to reach this goal, since interdependence was necessary. I think this step will help us to continue having more sessions where everyone in the group is more equally contributing.
We ultimately decided we would cut advertising of Vanatin in order to fund more research and possibly develop a safer version. Many member's roles had very strong opinions concerning the drug and this kept us from reaching a decision easily. John, who was playing Cyrus Booth, Chairman at Booth, reminded us of the ethics of the company and comparing the profits to lives lost. Devanada, the consumer advocate, worked as our DA and made sure we were considering all of our publics, including our customers. And Clark, the doctor, reminded us that he had not seen any side effects from Vanatin and would prefer to keep prescribing it.
We also helped each other to understand the differences between Utilitarianism, ethical egoism, and ethical formalism. To do this, we used the Vanatin case as an example and talked about the motives behind using each method to use each type of ethical decision making.
The A-team decided early on that attendance was critical. This high expectation for each other, along with our general enjoyment of working together, has helped us to avoid problems with attendance by knowing we keep each other accountable.

5 (pp. 163-168
CREATIVITY is good ideas, innovation is using them. .

C.process.

1. recog of problem
   
2. info gathering (is prob too narrow, too broad?)
3. produce ideas
4. select best
5. implement ideas.

Samsung 'VIP' creative building

individual

personality traits good for creativity :

locus of control

internal v external

self esteem

individual differences

task relevant knowledge (dr. arthritis)

intrinsic motivation

Organization

level of autonomy

form of eval (willy shakespeare example)

reward system

importance of task

15 (pp.498-510)
barbie v bratz- mattel v mga - changing lifestyle - view of women - mattel didnt change babie and was forced to make quick changes when bratz outsold it. need to stay up to datte - ORGANIZATIONAL LEARNING

programmed v nonprogrammed decision making - has it happened before, is there a havitual response?

Classical decision making model - how we should - prescriptive model

1. look at alternatives
2. list consequences n- assumes that we know all consequences
3. consider preferences and consequences
4. choose

administrative decision making model - how people actually make decisions

satisficing - search and choose a solution - not always best

bounded rationality

heuristics and bias

availability/representative heuristic

base rate

anchoring and adjustment heuristic - make decisions on adjustments from nsome inital amount

escalation of commitment

sunk costs

buyers remorse

SAPs ERP system