Complexity problems needing solving often exceedingly complex beyond

Complexity problems needing solving often exceedingly

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Complexity: problems needing solving often exceedingly complex, beyond understanding o Time and money constraints: not enough time or money to gather relevant information o Imperfect information: imperfect information about alternatives and consequences o Different cognitive capacity, values, skills, habits and unconscious reflexes o Information overload: too much for one person to process o Different priorities: some data considered more important, other parts ignored o Conflicting goals: other managers and colleagues have conflicting goals Satisficing model o managers seek alternatives until finding a satisfactory one (not optimal) Incremental model o managers take small, short-term steps to alleviate a problem Intuition model o making a choice without use of conscious though or logical inference- feelings
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Ineffective responses o Relaxed avoidance, relaxed change, defensive avoidance, panic Effective responses o assess importance, credibility and urgency
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BBA 102: LECTURE 5 Organising and Managing People In Australia and New Zealand Have historically operated under tripartite systems of arbitration and conciliation that recognised a role for unions, governments and employers Collective bargaining: negotiations between management and employees about disputes over compensation, benefits, working conditions and job security Laws that govern the employment relationship Compensation benefits Health and safety Workplace gender equality act 2012 (concerned with workplace equality) Equal Employment Opportunity Discrimination: when people are hired or promoted (or denied hiring or promotion) for reasons irrelevant to the job Affirmative Action: focuses on achieving equality of opportunity within an organisation 3 important concepts covered by EEO: workplace discrimination, affirmative action and sexual harassment Workplace Discrimination Adverse Impact: organisation uses an employment practice or procedure resulting in an unwanted or negative impact on a group of people o Requiring fluent written and spoken English is acceptable if this is necessary to be able to perform the job to an acceptable standard Disparate Treatment: employees form protected groups are intentionally treated differently o Making a decision to give all international assignments to people with no disabilities because of the assumption they won’t need any special accommodation related to travel People as a Practice “leading people inside the unit and linking people to the outside” Organisational function: performing activities and making decisions critical to ensuring organisation hires and keeps the right personnel to achieve its goals Interdependence: becoming more dependent on others, insiders and outsiders Inside the unit: energising people, developing individuals, building and maintaining teams, establishing and strengthening culture Outside the unit: networking, representing, conveying, transmitting, buffering People as a Function
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