OM Week 4-1

Looking into the Future:
The Planning Horizon
*A business may have many diff planning horizons depending on the resource in question
-Inventory - Usually very short
-Employee- Generally pretty short
*temps, new hire, etc.
-Equipment- A little longer
*purchasing and installation lead times
-Facilities - Longest
*purchase property, building the building

Qualitative Forecasts
-Do not use past data. Usually used when such data is not available (such as planning for a new product)
*Causal Techniques
-Uses external data to predict
-Looking for the factor that "cause" demand
-Linear regression is often used
*Time Series Techniques
-Use past demand to predict future demand
**There are four potential components of a time series:
-Cycles
--A pattern that repeat over a long period of time (such as 20 yrs)
--Cycles are less important for demand forecasting, since we rarely have 20 yrs worth of data.
-Trend
-Seasonality
-Randomness

Quantitative Forecasts
- Divided into causal forecasting and time series forecasting techniques.

Exponential Smoothing
* A variant of moving average ( weighted average)
-Premise: more recent observations are better indicators of future demand than past observations.
-Use a smoothing costant, 'alpha' (a) to weight the pervious demand and establish the responsiveness of the forecast.
F_t+1 = alphaA_t+(1-alpha)F_t
F_t+1 = the forecast for the next time period
Alpha = A smoothing constant, between 0 and 1
A_t = The actual demand for the most recent period
F_t = The forecast for the most recent period

exam question = Increase alpha = more sensitive, decrease alpha = less sensitive

Summer days

Gathering around a fire, on the beach
One night in June
Talking of future, past and love affairs

As fire turned into ashes, a man came
Asking for direction
He wanted to know the way to the promise land

No one knew the way, to the bright side
No one knew the way, to the right side
Accidentally pointed one way, towards horizon
And he started walking slowly down the shoreline

Break of dawn, we were wandering
Aimless in the darkness
Break of dawn, we were roaming
Wasted in the greyness
Ended up in the right place? No one knows.

11:24Am, June 21, 2009 Happy!!!
6/24/09 First kiss

Bus 150 HR week 4-1

rning
Do:
Give Warning
Keep Private
Be Brief
Written statement of Benefits
Outplacement Locations
From a Manager
Express Appropriate appreciation

Don'ts:
Create Confusion
Debate
Make Personal Comments
Rush
Fire on significant date


3. employee evaluations are current and accurate
"our goal is to repopulate our work force that do more in less"

A worthy Sin

when you look into my eyes

my thoughts are distracted as my tummy fills with butterflies

when you gently caress my cheeks

my face blushes and the armor i wear daily becomes weak

when you run your exploring fingers through my hair

each strand you touch sends shivers down my neck and back thats bare

when you pull me closer and softly whisper into my ears

the voices of thousands of angels quickly rushes near

when your enticing lips so passionately found mine

even heaven lighted up and shined.

i knew then with you i will be fine.

-Vee Phuong

Field of dreams

The blazing sunlight of summer
that lits the asphalt
The song that disappears among the crowd

"I believe in the future"
Leaving the tiny town on a summer day's morning
Your last words
Both of us, at the carpark

Today, are we still
singing at the top of our voices
The small, broken amplifier that we are using
is glowing with light

The blazing sunlight of summer
that lits the asphalt
The song that disappears among the crowd
The heated canned coffee
which was gripped firmly by frost-bitten fingers
The song that could not outlast the wintry gale :buncry:

If it's merely a pipe dream
everybody is illustrating theirs
But I couldn't stop you
no matter how impulsive it seems

But please do not forget
the moments , no matter how short it was
that we have spent together

In many different ways,
we chose to embark on this journey of life.
The song that seeks to find direction in life
In the guitar case,
we kept our steely determination to succeed
The song that truely belongs to the undaunted.

In the underpass, where cherry blossoms are falling
the rhythms of music echoes through
The song that gets trampled on by disorderly footstep
Performing during the school anniversary
The song that gets mocked at
by a bunch of carefree people

The blazing sunlight of summer
that lits the asphalt
The song that disappears among the crowd
The heated canned coffee
which was gripped firmly by frost-bitten fingers
The song that could not outlast the wintry gale

OB week 3-1

Communication

2 model
Process
Relationship

DIRECTION OF COMMUNICATION
-Downward, upward, and lateral
-Key points
-manager must remember the "why" is as important as the "what"
-Managers too frequently discourage upward communication

The msg u sent often time isn't what they heard.

7% words, 55% facial expression & posture, 38% from vocal tonation and inflection.

Comm diff
-Gender
-Culture
-Low versus high context
-Direct vs Indirect
-Self-enhancement versus self-effacement "putting u'rself up, or put down"
-Use of silence and nonverbal gesture

Response Styles
-Evaluative
-Interpretive
-Supportive
-Probing
-Understanding

Defensive/Non-Defensive Communication Climates
-Deensive Climates
Evaluation
Control
Strategy
Neutrality
Superiority
Certainly

Supportive Climates
Description
Problem orientation


I-Statements
Behavior-> Effect-> Feeling

Active listening
Being non-evaluative
Paraphrasing
Reflecting implications
Reflecting underlying feelings
Inviting further contributions
Using nonverbal respond

HR week 2-2

sue- title 7, pregnancy, equal pay, disabilities, civil right 1991, executive order 11246, sexual harassment
Title 7 - reinstate back to before, to woman, post civil war statutory, its not us, its them
Civil rights act 1991 - eeoc.gov, very expensive
American disabilities - not only public building, apply also to private
Sexual Harassment - differential treatment based on sexual gender

bonified seniority - based on fair chance of seniority
merit based system - pay based on performance
age discriminate -

diversity - includes eeo + affirmative action,
eeo
affirmative action - not allow to prefer a les qualify person minority over a more qualify majority. but it can use as a tide breaker.
to work for gov - u mist have affirmative action, made it possible to allow fair workin env

Proof Discriminate: member of a protected class, qualified working, denied from a position.
1973- raise infern of the case even wo evidence

Disperate treatment - show 1)member of protect class, 2)qualified for job/promo 3)turned down for job,raise,promo 4) job remain open, and was filled by someone else less qualified

Adverse Impact - 4/5

OWBPA basic
The OWBPA amends the ADEA to require that no purported waiver of rights to sue for age discrimination shall be valid unless waiver is "knowing and voluntary." For a waiver to be consier knowing and voluntary under the law:
-know what u doing, voluntary sign,

WARN - layoff, 60days pay

American Disability Act
Disable - Physicallly or mental impairment that "substaintially limits" one or more "major life activities"

Harassment
Company in penalty instead of manager

OM week 2-2

Tuesday go get book from his office
latent demand - out there, not aware of it

Product Orientated Layout
Advantages- Efficient production of standardized goods and services
-High processing speed
-Low cost per unit

Disadvantage - Lack of flexibility or customization
-Employee boredom/ dissatisfaction
-Quality problems

Process-Oriented Layout
-Organization by function
-Processing steps can be completed in my sequence
-Products or customers can take my "route" necessary
ADV
-Flexibility
-Customization
DISADV
-Higher cost per unit
-Higher skilled, high cost employees
-Transport/wait time between departments
-Less consistency

Chopshop is the cost highest way to produce thing> depend

CELLUAR LAYOUTS
-A compromise of product and process layout
-Create "families" of products with similar process requirements
-A "cell" contains all resources needed for family

ADV
-Flexibility greater than a product-oriented layout
-Less costly than a process-oriented layout
-Less material transport/wait
-Fewer changeovers
DISADV
-Duplication of resources

Chopshop- within my charter
Cellular- divide up

The Product/Process Matrix
Process Types
Project - unique, one-of-a-kind, products or customers. Generally large in size (building a bridge, installing software system, implementing a major improvement effort)
Job Shop - Predominantly manufacturing, high customization and flexibility, but higher volume than project.
Batch Production- Group of identical products or customers processed together through one step and then move together to the step. More limited product variety, higher production volume.
Assembly Line - Narrowly defined processes, made up of equipment with limited flexibility. Much higher volume. Still the possibility of some flexibility.
Continuous flow (repetitive)- Equipment and stations dedicated to a single thing. Very high volume. Very flow flexibility. Best chance for automation.

Market Orientation: Demand Linkage
*Make-to-stock (MTS)
-Process activated to meet expected or forecast demand
-Customer orders are served from target stocking level
-Shorter lead time for stocked item /Much longer for out of stock item
*Make-to-order (MTO)
-Process activated in response to an actual order
*may be either standing or custom product (AKA ENG-To-Order)
-WIP and finished goods inventory kept to a minimum
-Tend to have longer response time
*Assemble-to-order (ATO)
-Partially manufactured and held in unfinished state
-Customer order dictates final configuration
-Quicker response than MTO; More flexible than MTS

Develope Killer Instinct

In life, we have to be ready for the same thing. We have to know what we want. We have to not be afraid of going after it. If it’s something we really want, then we have to develop a killer instinct for it. We have to want it so bad, that nothing, no one, or no thing will stop of us from attaining it. If we don’t know what we are going for, then when it is in our face, we will have to make the choice then. That is a recipe for failure.

OB week 2-2

Intrinsic - Self realize motivation
Extrinsic - money, status..etc

Maslow Hierarchy of Needs
Self-Actualization
Esteem
Social
Safety
Physiological

McClelland's Needs Theory
The need for: Achievement (nArc)
: Power (nPow)
: Affiliation (nAff)


The Job Characteristics Model
Core job Dimension -> Critical Psychological states -> Personal and work outcomes

Skill variety - diff skills for a job
Task identity - building an airplane
Task significance - take pride in task for its important

Job Redesign
Job Rotaion
Job enlargement
" enrichment
self manage work team

Goal-Setting Theory
Specific Goal
Self Feedback
Difficult goals
----------
Performance


Equity Theory
*Employees compare their ratios of outcomes in-puts of relevant others.
Underreward < equity =" Overreward">


Expectancy Theory
-The strength of a tendency o act in a certain way depends on:
-Str of an expectation that the act will be followed by given outcome
-Attractiveness of the outcome to the individual.
Individual Effort -> Individual Performance -> Org Rewards -> Personal goals


Reinforcement Theory
*Four Methods of Shaping Behavior:
-Positive reinforcement
-Negative reinforcement
-Punishment
-Extinction

Methods for leaders to affect motivation
-Create a compelling vision
-Ensure employee-job fit
-Setting challenging, achievable goal
-Monitoring and rewarding performance
-Proactive managing low performers
-Creating the proper company culture
-Avoid demotivating actions

Motivation is not the Whole Story
Motivation + Ability + Opportunity to Perform
Performance = f(A * M * O)

Objectives
-Describes how org foster unethical business
-Define ethics and values
-Better articulate your own values
-Explain how org can promote

Values
*Core belief or desire that guide or motivate attitudes and actions
*Two Type: Terminal = end
Instrumental: means
look in book make clear distinction

Schwartz and Bilsky's Seven Universal Values
*Prosocial
*Restrictive conformity
*Enjoyment
*Achievement
*Maturity
*Self-Directed
*Security

Ethics
*The conception of right and wrong conduct that tells us whether our behavior is moral or immoral, good or bad
*not just about right and wrong!
*A few types of ethical reasoning approaches
-Utilitarianism - the many
-Individual and universal rights - the few
-Justice - what's fair
-Caring - value of relationship
-Environmentalism

Simple Ethics Test
- Golden Rule
- Publicity
- Kid on your shoulder

How to foster ethical behavior
-Clearly define & communicate ethical expectations
-Leader commitment and behavior
-Reward ethical behavior and punish unethical behavior
-Teach the tools of ethical decision making
-Encourage discussion of ethical issues
-Avoid the moral blindness and biases
-Account for theories of motivation


Ethics and international business
-Who's values should dominate?
-Some specific issues
-Bribery
-How should foreign workers be treated?

www.Business-humanrights.com

Test monday

HR week 2-1

Employment at will. (only U.S.)

Contractual Rights
-Employment Contract
-Implied Contract - no explicit agreement, expectation,
-Union Contract

Statutory right
-discrimination
-Safe
-Union

Other Rights
-Ethical Treatment
-Privacy
-Free speech

Employment and At Will Relationship
Any employee
Any time
Any reason
--------------------
Employ at will & fire condition

Potential Legal Claim Asserted
to wrongful Discharge action
1. Complimentary Theories
-Promissory Estoppel - take kids out of school, sell house, get job at new place, but job decline
-Defamation -
-Invasion of Piracy -
-Intentional Infliction of emotional distress -
-Interference with contract -
Other torts
-Assault and Battery-
-False imprisonment/arrest-
-Malicious Prosecution
-Negligent Hiring and Retention
Exception to At Will in Other States
-Public Policy Exception
-Good faith and fair dealing
-Implied Contracts
-Statutory Schemes - fire cuz dont like cuz of race, religion, discrimination, retaliation, org union..etc
Conclusion

"W.A.R.N" - Massive layoff
California Trade Secret- any info that take on independent value because it not generally known that is out side.

Work place Violent-

Controversial Issue facing HR
Electronic Monitoring- E.C.P.A. = require business purpose and consensus of all party.

OM week 2-1

The Strategic Hierachy
*Mission Statement
-A short statement of what a business does, what its values are, who its market is and why.
*Corporate Strategy
-Broad and general in large diversified companies
-Defines the business the corporation will engage in and how resource will be expended in these business.
-Set expectation for business performance
*Business Strategy
-The general basis on which the business will complete
-Cost leadership - keep cost lower than competition, may lead to lower price than competitor
-Differentiation - Create products or services that are different enough to be more attractive or better match customers view of value
-Focus - Target small segment of the market
*Functional Strategy
- Set priorities so that day-to-day decisions support business strategy

Business & Operation Strategy
*Understand what is "valued" in the market
*Choose which attributes to emphasize
*Prioritize those attributes
*Design business process with the capabilities to support those prirority

Operate Strategy
-How to design the operation
-How to allocate productive resource

Environmental Scanning
*Enable the business to stay abreast of changes in
-Technology
-Customer expectations
-Competitor's offering
-Global politics
-Regulations
-Cost of inputs

Deming- The goal of business isn't to make alternative

Structural vs. Infrastructural Decisions
*Structural - Related to tangible resources (building, equipment, process, supply-chain integration)
*Examples
-Capacity
*High vs. Low volume equipment, Adding capacity, Flexibility of capacity
-Facilities
*Location, size, design, number
-Process Technology
*Layout, Automatic
-Vertical Integration/Supplier Relationships
*Supplier links, partnerships, integration vs. outsourcing

Ask self question. What most important 4 concept of the chapter was?

Organization Behavior Week 2-1

People are completely different
People are exactly the same

Objective
* Identify individual learning style

3 Levels of Analysis
- Individual
- Group
- Organizational

*A learning organization is skilled at creating, acquiring, and transferring knowledge and modifying its behavior to reflect new knowlege and insights.

Characteristic of learning org
-Systematic problem solving
-Experimentation
-Learning from past experience
-Learning from others
-Transferring knowledge

Adaptive
-small improvement
-one loop

Generative
-Double loop learning
-Creative orientation
-challenge underlying assumption
-Continuous experimentation and feedback

Personality
-Act, behavior,
-moods, states
-traits- consistency & duration most
-Two frameworks used to describe personality:
-Big Five Model
-Myer Brig

Self-Esteem
Machiavellianism - doing whatever it take to meet the means
Locus of Control - who's in control of u'r life?
Narcissism - in love w/ 1 self
Self - Monitoring - step back look at situation apart from self
Risk Taking - how much are u willing to take risk
Type A Personality - Hardriving push things done
Proactive Personality

Guideline for Dealing with Difficult people
-Create a rich picture of:
The Problem Person
Yourself
The situation
Reframe your goals
Stage the encounter
Follow up

Env week 2-1

Chapter 15 non-renewable energy
Oil peak (Hubbert's Peak)
Coal (USA: ~300yrs)
Natural Gas (~125 yrs)
Strategic Wars

Environmental Impact
*Greenhouse gas emissions
*Water pollution
*Air Pollution (SO_2, NO_2)
*Habitat Depletion/Degradation

Trade-Offs Conventional Oil, Advantages and Disadvantages

Natural Gas: Mixture of Gases, More than half is CH_4
More plentiful than oil,
Has a high net energy yield and fairly low cost and
has the lowest environmental impact of all fossil fuels

Coal
Very plentiful (u.s. has 25%)
high net energy yield
low cost

-High (capital) costs
-Low net energy yield
-Long-lived radioactive wastes
-Vulnerable to sabatoge, safety concerns
-Require Large ammounts of water
Why nuclear become popular again?

Air Pollution
Natural, stationary, mobile sources of pollution

This I believe

bombard comfort zone = improvement
embrace confusion
Naming
Imagining a life then try to live it
I too am a happy man
there's an old answer for every new problems, so listen
act with integrity
proactive value driven
personal mission statement value creed, character
Succeed at home first
seek merit divine help
hear both side b4 judge
council other
def those absen
be sincere yet decisive
1 proficiency 1 year
plant tomorrow today
positive attitude
sense of humor
orderly work and person
do not fear mistake
facilitate success subordinate
listen 2x than speak
concentrate task at hand
balance career and family
exercise wisdom
teach love learn laugh
learn develope unique talent
self start individual
free from addictive destructive habits
money is my servant, not master
seek financial idepentdant
free from consumer debt
save more than i earn
use money and talent to make life better for others
Sucurity>Guidance>Wisdom>Power

A PRINCIPLE CENTER
Organize and execute around pri]ority
perserving enhance relationship and accomplish result


Q1- Urgent // important
Q2- Important // not urgent
Q3- not important // urgent
Q4- not imporant // not urgent

Bus 170 Corporate Finance week 1-2

Tutoring 11:30-2:30
BSAC Tutoring

Human Resource Management week 1-2

Six Important Enviromental challenges
Rapid change
Work force diversity
Globalization
Evolving rules
skills shortage
Legistation

Key Organization Challenge
Flexibility
Downsizing
Restructuring
Self managed work team
Small core team
Organization culture
Technology
Union
Competitive position

Area of Individual challenges for HR
Ethics
Productivity
Empowerment
Brain drain
Matching

HR strategies
Environment
Organizational strategies
Organization Characteristics
Organization capacities

pg 29-31 chart

1. View performance as a key variable in the design and implementation of all HR programs
2. Adopt a long-term orientation
3. Scan the competitive environment
4. Make HR systems contingent on internal and external forces affecting the firm
5. meet the needs of powerful coalition
6. secure top-management's committment
7. Establish a HR strategic forum
8. Develop a general business orientation

OM week 1-2

Resolving E-Problem
-Dispose it
-Return to sender
-Reduce the amount
-Consume Internally
-Remanufacture Recycle
-Further processing
-Reverse Disposable

*The Players
-Government-including international
-People(you, your employees, or your neighbors)
-Supply chain players
*Who are we trying to please?

CZARP: A taxonomy for EROM
This is a framework that asks the firm five questions:
Camp, Zone, Activities, Remedial, Performance

Q1: What do we mean by Camp?
Camp one- Quasi-Criminal
Camp 2 - env constructionist
camp3- Env astute
Camp4- Env angel

Q2 How is the Env being adversely affected?
*The enviroment is adversely affected when bad things happen to:
1. The planet's air, water, and land masses.
2. The planet's humans.
3. The planet's other animal specie.
4. the planet's plant life.
* Can you think of anything bad that happens beyond these four zones?
* How do you want to define bad?
* Is change bad?

Q3 What type of activities causes bad consequences?

1. Product Design Activities
a. Using components that cause bad consequences
b. Having features that add no end-user value.
c. Designing energy effic product
2. Product transformation Activities
a. Using more resource than necessary
b. Generating water or unwanted by-product
3. Post-sale Consumer Use Activities
a. Importantly discarding of product we use
b.

Q4: what remedial actions can we use to address the adverse affects?
Rather than jumping to a solution, EROM first tries to explore possible causes and consequences.

Prolem- Too many spent wooden pallet
Remedial action - Require2-way pallet use, Use other raw material such as plastic or metal
Possible Consequences - lost trucking effic. Use high cost lumer, maycost more homless can not use to keep warm.

Q5: What performance Metrics Might Ensure Progress?
If you don't build these into the standards of performance- little progress is likely.
Consider Motorola's Three Phase Approach
1. Business goals
2. Process goals

ERO and the OM Manager
*Problems associated with going green:
-The common belief that it will raise cost.
-ERO-driven investments are not good investments.
-ERO factors must be designed into the product, the process, and the supply chain
-Poor perforamnce metrics (including accoungting)
-Lean Mfg and JIT maybe counter-Green

*ERO tools
- Waste Streaming
- Cradle to gave process flow analysis

Bus 160 Managment & Organization Behavior week1

Describe seven theories of mgnt and their "ideal" manager

Scientific Management (Taylor)
-Efficient division of labor
-Small standardized job
-Matched to the capabilities of trained workers who received wage incentives

Administrative Theory (Fayol)
Basic Functions of Managers
Plan->Control->Organize->Command

Administrative Theory(Weber)
Bureaucracy as a solution to nepotism, favoritism and unprofessional behavior

Human Relations School (Hawthorne Studies)
-Acknowledged the effect of the informal social system with its norms and individual attitudes and feelings on organizational functioning
-Underlined the importance of employee morale and participation
shows interests in employees increase productivity

Assumptions about Human Nature
Theory X
ppl wont work unless u prod them
Inherently lazy, Dislike responsibility, prefer to be led

Theory Y
Carrot approach
Responsible, Motivated to work hard, Capable of self-direction

Decision Making School
-Described org as social systems based on individual decision
-Contribute the idea of bounded rationality
-Manager could control employee behavior by controlling the premises of decision making
we dont have infinite time to test, so were bounded,

Contingency Approach
-There is no one best way to manage in every situation
-Managers must find the appropriate method to match a situation

Open Systems Theory
-Organizations and all subdivisions take in and transform resource into a service/product which is purchased/ultilized by a large sytem
-All part are interdependent

Competing Values Framework
-Master manager balance the competing values of four diff models based on the situation
Human Relation -The irresponsible country club
Open System - The tumultuous anarchy
Internal Process - The Oppressive sweat shop
Internal Process- The Frozen Bureaucracy

Mental Maps
-The First step in managing the paradoxes of organizational effectiveness is understanding one's own theories of management
-Our theories or mental maps determine what we see when we look at situations and determine the role we perform

What do Great Manager Do?
Communication 28% | 45%
Traditional Management 13% | 15%
Human Resource Development 11% | 27%
Networking 48% | 12%

Fast promote Vs High performance

Lesson for today's Manager
-Learn to analyze complex situation using a variety of models or theories because no one theory is sufficient
-Develop a broad repertoire of behavior and knowledge about them when to sue them
-develop the self-control and self discipline to go beyond your natural style and adapt to a rapidly changing environment

Env issues

Natural capitol (a la miller) = natural resources + natural services Asset

Sustainability
must live off "interest" of our natural capital
multilateral institution

"Meeting the need=(poor) of the present generation without compromising the ability of future generation=(when?) to meet their own needs"
-Brundtland Comm (1987)

The three E of sustainability
Environmental Protection and enhancement
Economic development
Social equity

People, Planet, Profit

Chapter 2

-science as a process of understanding
-Components and regulation system (feed back system work) ex. climate
-Matter: forms, quality, & laws
-Energy: forms, quality, & laws
-Scientific data
-Scientific hypotheses
-Scientific (natural laws
-Scientific theories
-Scientific darwin

Purpose of social research
Exploratory: what's going on here?, anthropology
Descriptive:
Explanatory

Reasoning Methods
Inductive: "bottom-up" collect data then conclude
Deductive: "top-down" conclude then test with data

Inputs
Flows
outputs

Positive Feedback - body warming up +
Negative Feedback - body cooling down -
Homeostatis - equilibrium
Time Delay
Synergy

The Law of Conservation of Matter
Matter is not consumed
Matter is only changes form
There is no "away"

Bus 170 Corporate Finance

get 173A course reader @ Maple Press on San Carlos Street between 1oth & 11th

Not to put all eggs in one Basket. What about true love?

Financial Statements
Cash flow
Balance Sheet
Income Statement

TOPICS
----------
Time & Risk
Time value of Money
Debt and Equity
Cost of Capital
Capital budgeting process - determine investment good or not
Capital Structure - How much is funded by debt and by Equity

----------------------------
Time Value of Money - as time goes by, money can grow

Investment->

Future Value - Amount an Investment worth in the future
1000$ one year 5% FV = 1000x(1+0.05) = 1050
1000$ two year?
3 yrs = 1000x(1.05)^3

FV_n = C * (I+r)^n

Compounding Interest

Present Value : What is the money that occurs in the future worth today?

PV = FV_n / (1+r)^n
PV = PV(1+r)^n

$500 in 5 yrs. 10%
pv = 500/ 1.1^5 = 310.46

$500 in 10 yrs
pv= 500/1.1^10 = 192.77


FV_n r fixed then n increase, PV decrease

FV_n n fixed, then R inrease, PV decrease

contact info

yen- lilpinkstaro3

yendotcom@gmail.com

Bus 150

Prepare discussion case each week. attach it at end of course to our self evaluating
3% extra credit,
Quiz every day, expect 11 quiz
Keep a diary.

How to read a chapter
1. read summary
2. read title then flesh out, understand the key terms.
* name tent coolness
Review over each week work and prepare for next week

Critical thinking questions answer and type up.

ppl sue you not cuz they feels their civil rights were violated, its cuz they're pissed off!

Bus 140

Video: Fish Mgnt
*This video describe one approach to taking a boring job into a spectacle
*What are the Four Elements of Fish Mgt
-Make Work Fun
-Be there (want to do the job)
-Make the day (a more delightful experience)
-Choose your attitude

Class Format
*Part One: What is happening in our world?
-How do current events relate to OM?
-One Goal is to transform what you see into that you observe
-Usually the class will begin with a video selected to demonstrate an actual operations
*Part Two: Administrative Matters
-What is due, not yet done, etc.

Who the hell is Dave Denzler?
*Born the yrs after lassie was created
*blessed by two parents & three sibling
*learned the art of making money early to get things i wanted (created whatdoyouneed)
*got into college via affirmative action
*Nuclear engineer fiasco
*earned MBA & DBA accidentally
*taught at Purdue4 yrs
*work at WeyerHaeuser, AFPC, Rod McLellan
*Escaped to Iowa
*Joined SJSU in 1987--Died and FERPed in 2009

How we got here?
Early Industrial revolution Heroes
Adam Smith>Ely Whitney>Frederick Taylor>Henry Ford
Euro Industrial Rev --> US Industrial Rev

Adam Smith - Father of capitalism, wrote "the wealth of a nation", invisible hands
The division of labors,
Henry Ford- Perfected assembly line
Ely Whitney- Father of standardization
Frederick Taylor- Father of scientific management

Afred P Sloan - Rescue GM from bankruptcy, Modern corporation, Financial control, Medium of performance. Departments on treadmill, faster it run faster corporate senior throw money at it.
Peter Drucker - Theory of Management, left Australia move to England, Recognized by Winston churchill, Came to USA & fascinated, write books & articles of what he seen in America Institution, noticed by GE, Motorolla, GM. Something in Business as Management, Management of ppl. Function of business is to please customer. Wrote books, the concepts of Values, The causes we buys things.
W. Edwards Deming - Total Quality Management - came out of Iowa, work for sensus beauro, Statistic background,

The Two Views of Operations Management
*The Traditional Model
OM transforms factors of production into goods or services of higher value
*The business Process Model of the Firm
OM is involved in doing or supporting the four core sets of business process
-Determining customer needs
-Developing product strategy (product innovation)
-Managing the entire supply chain
-Managing non-value adding support activities

Implications of the Business Process Perspective
*Operations Manager Must Maintain a Crossfuction perspective
-Concern about pleasing the customer is paramount
-A resource balancing act: things, humans and information
-The Operations Manager must wear many hats
-The One sixth Perspective
-Profit = MS1 x MS2 x MS3
= Market Size x Market Share x Margin on Sales
where margin on sale = price - cost

beside reducing cost, what can u do to add more values to u'r product?
what can u do to increase market share?
Dont spend all u'r time reducing cost,
How to grow u'r business when the market isn't?
Dont put u'rself in little pocket and go from there.

Bus 160 Managment & Organization Behavior

What is O.B.?
The Psychological Contract and Commitment

What?
Definition: a field of study that endeavors to understand, explain, predict, and change human behavior that occurs in the organization context

Why?
-Understanding OB helps determine manager effectiveness
-Technical and quantitative skills are important
-But leadership and communication skills are critical
-Skilled manager positively effect org outcomes through
-Lower turnover of quality employees
-Increased satisfaction of employees
-Results in better financial performance


How?
-See
-Know
-Act
Start to become an O.B. expert
Experimental Learning

Leadership= Respect, develop, prosper
Goals: Company to prosper, understand employees, develop ppl, motivate,
RESPECT- treat fairly, rights they have, acknowledge ,

Goal: Start to become an expert
- Characteristic of expert
-Possess a more extensive knowledge base
-Have more complex perceptions of their work
-Complement analytical skills with intuitive reasoning

Task at which expert are better
-Diff between relevant and irrelevant info
-combine relevant info

Klein's recognition-primed decision (RPD) model
Situation->Cues->Patterns->Action scrips->Mental Simulation->Mental Model->Action script

I hear and I forget
I see and I remember
I do and I understand
-Confucius

Mastery Vs Harmony
Internal locus control Vs External Locus Control
Trustworthy Vs Untrustworthy
Mutable Vs Immutable (capable of changing?)
Synchronic Vs Sequential
Status = Achievement Vs Ascription

Objective
-Define the Psychological contract and discuss the obligations of the contract currently in place
-Explain the importance of the psychological contract and what happens when it is violated
-explain the benefits of committed employee and what employer can do to foster commitment
-Describe external influences that affect workplace experience
-Explain the self-fullfiling prophecy and how managers can apply this concept
-explain the pinch model
-Make a psychological contract between us

Psychological Contract
-An individual's beliefs, shaped by the organization, regarding the terms and conditions of reciprocal exhange agreement between individuals and their organization

Important of Psychological Contracts
-Link individuals to organization
-Reflect the trust that is a fundamental feature

Broken Psychological Contracts
-Broken inadvertently, through disruption, and by breach of contract
-Many consequence
-Prevented by realistic job previews

Employee Commitment
-Emotional attachment to, involvement in, and identification with organization
-Strong belief in and acceptance of organization's goals values
-Willingness to exert considerable effort on behalf of organization
-Strong desire to remain in organization

Organization Citizenship Behavior (OCB)
-OCB refers to discretionary contributions that are organizationally related, but are neither explicitly required nor contractually rewarded by the organization, yet contribute to its effective fuctioning

Workplace Incivility
-Low intensity deviant behavior that violates workplace norms for mutual respect
-It may or may not be intended to harm the target

A new business world?
-How has the psychological contract between employees and employers changed in the last 50 years and what has driven those changes?

Summer Class Schedule

BUS1 170-01
LEC (30041) TuTh 5:00PM - 8:30PM
Boccardo Business Center 202

BUS3 140-01
LEC (30116) TuTh 8:00AM - 11:30AM
Boccardo Business Center 105

BUS3 150-01
LEC (30120) TuTh 1:00PM - 4:30PM
Boccardo Business Center 103

BUS3 160-02
LEC (30122) MoWe 6:00PM - 9:30PM
Boccardo Business Center 105

ENVS 1-01
LEC (30051) MoWe 9:00AM - 12:10PM
Clark Building 227