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Behavioral and outcome controls.

@JessicaBagger where to get full answer? I mean to ask its others sub points to write.

I don’t think that captures the entirety of it, but ok (:

Restructuring is often done when costs are too high!

When you meet your goal you are effective. So not shipping product isn't being effective. Hope that helps.

@@JessicaBagger thanks oh yeah I understand. a = more efficient with their processing = more output, but they struggle to meet their goal of shipping everything out (only 60%) thats why they are not effective. b doesn't produce as much but is far more effective bc they ship out almost 100% of their output.. so if im correct, our goal is of course to be both efficient and effective, so that we produce a lot of output with our resources, but also manage to meet our goals of shipping everything out in the end 👍 thanks

sorry but i still got a question i understand that B) meets the goal of shipping out the product more than A) but i still don’t understand how A is more efficient? because in the end they waste 75 toys for nothing and i thought efficiency was all about using your resources. and what if the goal would be to ship out as many toys as possible, then A would be more effective right? because u ship out more B how ever would be more efficient since we only waste 2 toys out of 90…

Hey no worries. Shipping the toys meets the goal (effective). Producing more with less is efficient (regardless of what happens after production) - they are efficient but they don’t meet the goal, they are not effective

Great!

Your point out that an absence of an intake coordinator or a similar filtering mechanism in the union grievance process can be a challenge. Generally, unions have some filtering mechanism in place. You draw a parallel with legal representation in smaller matters, pointing out how the cost can serve as a natural barrier to filing less serious complaints. You suggest that in the union context, the absence of such a financial barrier could lead to a bottleneck of grievances, some of which may have dubious merit. Thank you for sharing your perspective.

@@JessicaBagger yes, what I’m saying Dr. Bagger is because everything can be grieved and the accused has nothing do to (pay a fee, file paperwork etc) except tell a committee man they want it grieved. Then they get a Greivance written. Nor does the committeemen say to them “listen you were caught red handed or admitted to the charge in the hearing” they just “lie” on behalf of the person in fear of an NLRB charge for failure to represent. I work in labor relations with a union.

How would you solve it?

@@JessicaBagger I came to the video to just see an outline of the process and think about it. It’s a double edge sword. The solution would be an intake coordinator to determine if you have a case to proceed. However, there would be a conflict of interest as this person would be Union and can’t go against their union brother and sisters” and most likely say yes to all charges in the persons favor filing it. I don’t think it can be resolved, but the starting point would be at national negotiations when the CBA expires to suggest the coordinator

@@JessicaBagger I do want to point out that with the EEOC there is an intake process. People go and have to answer a questionnaire and the investigator reviews it, calls you down to their office and asks you questions. If it appears there could be a charge / case they proceed to send the letter to the employer if not they will tell you that you haven’t been able to make a case and deny it

Hey Dareenlub - If you spend a few moments thinking about daily management activities, I think you'd be able to align them to the POLC. In the meantime, here are some examples: Plan Define Vision, Mission, Values Set Goals and Objectives Strategy Plan of Action Organize Design Organizational Structure Allocate Resources Create Job Descriptions Lead Leadership Provide Direction Motivate Coordinate Communicate Control Set Process Set Standards Review Performance Evaluate Performance Take Corrective Action (training, support, etc.) and Celebrate Successes Hope that helps!

@@JessicaBagger thank u. Very kind of u too respond. Very much appreciated.

Glad it was helpful!

Here you go, this is the "next one": th-cam.com/video/17woh-_zJmI/w-d-xo.html

Vision/inspiration and balanced scorecards are not mutually exclusive. Both can exist! I agree though that many leaders find it hard to be inspirational.

@@JessicaBagger Let's just get to the point. Balanced Scorecard is a methods to beat employees into submission and destroy company morale. It is a terrible idea and a failure in practice. It is one of the best ways around to get talented employees to leave for greener pastures. Just leave them alone and let them do their jobs. They are smart enough to figure it out on their own. Nobody wants tyrants hovering over them while they work. Most people are motivated to work on their own. Balanced Scorecard is a dismotivator. Life is hard enough without little Hitlers making people's lives misearble at work. You need to stop teaching this crap. Example: "Coming to agreement". This is never two way. It is always top down. And it doesn't even touch on the fact that the vision is probablly flawed. (It amost always is). And then the metrics that are used. These will always be arbitrarily quantified and when conditions change, now you are stuck with crappy "metrics" that are driving the company to ruin. Metrics are for robots. People are complex. Situations change. You might be surprised to know that some of the best ideas in business are created by people who sit around and think about things without producing a single widget.

Yes of course! Good luck with your assignment.

It's the Bauer et al. Organizational Behavior book!

I don’t currently share slides. Thanks for the ask though, I’ll consider it for future uploads. Hope you’re well.

@@JessicaBagger Thanks

Appreciate the feedback! Hope you are well, Ricky.

You are welcome. Good luck on your presentation!

Thank you!

The relationship between leaders and organizational culture is interactive: the organizational culture impacts a leader’s choice of leadership style, but over time, the leader influences (and changes) the organizational culture.

@@JessicaBagger thanks first for this clarification, so it's like influence circle 😊 thanks

@@amiradel6274 Yes! But in the end, a manager has more influence on the culture than vice versa. Caveat: a lone manager is unlikely to have much influence unless they are the CEO/prominent C-level executive

Thank you!