1. Introduction (Ch.1), Case Method and Open Systems
Bu 604 Session 2
Introduction (Ch.1), Case Method and Open Systems

2. Agenda Complete the Introduction to Bu 604
Discussion of the Case Method
Open Systems, Organizational Behaviour and Case Analysis
Case: Northwell
Next Session

3. What Should the Psychological Contract be in this Classroom?
Norms?
Role of the Professor?
Role of the MBA Participants?
What should be your contribution? Mine?

4. Performance Expectations
Preparation requires an investment of approx. 7 to 9 hours per class
Active learning via collective involvement means all will be expected to prepare, attend, and participate
As professionals, participants are expected to submit assignments in a timely and high quality fashion
Deal rigorously with ideas, analysis and critique, but treat one another with respect and dignity

5. Performance Expectations - Professor
Structure course effectively and be prepared for class – deliver on course objectives
Be fair, consistent, helpful, and timely when dealing with students and when grading
Promote discussion and debate that advances learning
Treat the students as adults, deal with one another with dignity and integrity
???

6. Case Studies
Case are real world descriptions of an organizations dealing with real issues
There is no “one right answer” - however there are more thorough analyses and more insightful and valuable courses of action
Read the case quickly and then carefully
Think about the data, their source(s) and their quality

7. Case Method Interpreting, discerning and prioritizing complex data
Listen/read carefully and don’t jump to conclusions
Careful analyses
Consider alternatives and decision criteria
Develop a recommended plan of action

8. Case Studies (cont.)
What is the Problem(s) vs symptoms or secondary problems?
Analysis - the application of theories and concepts to make sense of the data
Solution Criteria - what should we measure the alternatives and action plan against
Alternatives - what are the strategic choices vs the laundry list
Recommended Action Plan - the time ordered sequence of conditional actions
Word Limits and the Use of the Executive Summary & Exhibits

9. Model Assumptions Organizations are dynamic entities
Organizational behaviour exists at multiple levels
Organizational behaviour does not exist in a vacuum
Have the characteristics of open systems

10. Organizational Congruence Model
TRANFORMATION PROCESS
OUTPUT
SYSTEMS
LEVEL
UNIT/GROUP
INDIVIDUAL
INPUT
ENVIRONMENT
(P.E.S.T.)
RESOURCES
HISTORY/
CULTURE
Transformation Process
Feedback
Strategic Leadership Program
Nadler, 1987

11. Dimensions of Environment
Simple Complex
Stable Dynamic

12. Organizational Congruence Model
TRANFORMATION PROCESS
INFORMAL
STRUCTURE
& PROCESS
INDIVIDUAL
OUTPUT
SYSTEMS
LEVEL
UNIT/GROUP
INDIVIDUAL
INPUT
ENVIRONMENT
(P.E.S.T.)
RESOURCES
HISTORY/
CULTURE S T R A E G Y
FORMAL
STRUCTURE
WORK
Strategic Leadership Program
Nadler, 1987

13. Organizational Output & Effectiveness
Individual Outcomes
Group Level Outcomes
Organizational Outcomes
Performance
Absenteeism
Turnover
Attitudes – withdrawal / commitment
Norms & Identity
Cohesion
Group Satisfaction
Efficiency & Effectiveness
Financial Performance
Innovation
Customer/Market Measures
etc

14. Congruence/Incongruence & Coordination/Integration?
Environmental Factors and Strategy?
Strategy and Various Transformational Components?
People - Formal Systems/Processes?
People - Tasks?
People - Informal Organization?
Formal Systems/Processes - Tasks?
Formal Systems/Processes - Informal Organization?
Tasks - Informal Organization?
Desired Outputs, and Transformational Components?

15. Dynamic Complexity Constantly changing Tightly coupled
Governed by feedback
Nonlinearity
History-dependent
Self-organizing
Adaptive
Characterized by trade-offs
Counterintuitive
Policy Resistant

16. Competing Values Framework
Flexibility
Control
Internal Focus
External Focus

17. Exhibit 1-2 Skills in the New Workplace
Flexibility
Mentor
Innovator
Facilitator
Broker
Internal Focus
External Focus
Monitor
Producer
Coordinator
Director
Control

18. FLEXIBILITY
HUMAN RESOURCE THINKING
OPEN SYSTEMS THINKING
EXTERNAL
INTERNAL
RATIONAL GOALS THINKING
INTERNAL PROCESSES THINKING
CONTROL

19. Northwell
What are the major and secondary strategic and management issues Northwell faces?
What are the strengths, weaknesses, opportunities and threat related to the Virtual Mall initiative
What does the application of an open systems analytic approach tell you about the current situation at Northwell?
What should Claudia do?

20. Assignment for Next Week
Begin thinking about finalizing who you will be working with (approx. 5 per group)
Ch 5 and 11 - Teams and Team Decision Making
(I will bring the Desert Survival Material)
Case: Dividing the Pie
Desert Survival will be distributed in class