Living Company De Geus, Arie Term Paper

Pages: 11 (2860 words)  ·  Bibliography Sources: 0  ·  File: .docx  ·  Level: College Junior  ·  Topic: Business - Management

SAMPLE EXCERPT . . .
However, innovation must typically be radical, not incremental -- take a chance and do something. Successful organizations find that not everything will stick, be profitable, or always fit in future strategic direction. However, being timid in the modern economy is NOT an option.

Evaluation of Presentation -- Modern business structures are so highly complex and competitive that the old paradigm -- improving efficiency and the bottom line, is no longer all it takes to be successful. Instead, continued reinvention of both the company's product line and industry capabilities is not only necessary, but will help decide which companies succeed and which fail. Too, because the half-life of technology is so short, radical and category breaking innovation is needed not just to compete, but to provide the global environment with positive growth.

Question -- How can companies convince stakeholders that even if short-term goals and product launches are not entirely successful, it is the long-term, far thinking and strategic role that has the most chance for success?

Chapter Title -- Managing for Profit or for Longer Term

Chapter Summation -- Much has been said about the difference between the Japanese management of the 70s and the Western approach. Generally speaking, one approach is primarily tactical (Western) the other strategic. That is not to say that both approaches are not needed in a successful organization; however, Western companies often get too focused on quarterly profits, and fail to see the larger picture.

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Definitions/Terms -- Theory Z, Japanese management, kaizan approach, strategic thinking

Integration of Knowledge -- Keeping employees long-term is strategic. It is far more efficient and cost-effective to retain expertise than to continually recycle human capital and retrain. This keeps the knowledge base within the company.

Term Paper on Living Company De Geus, Arie. Assignment

Evaluation of Presentation -- Consensual decision making allows employees to feel as if they have input into decisions that affect their daily lives, their jobs, processes, and contribution. With this view they are far more likely to buy into decision that support management. This also moves them away from the union mentality and finds balance within management for long-term and continual profits vs. short-term egregious profits. However, it is more the attitude toward profit that forms the basic paradigm shift. Profit is good; it is necessarily for an organization to continue to run. It is not, however, reasons to obsess.

Question -- What is the relationship between long-term employees who are promoted through the organization and brining in newer, executive talent?

Chapter Title -- The Memory of the Future

Chapter Summation -- Learning is perception and we humans are particularly suited for cognitive communication and memory. Open, extroverted companies that encourage learning will succeed in the long run because they view life's foibles as challenges rather than barriers.

Definitions/Terms -- long-term learning environment, change perception, change management, integration of knowledge.

Integration of Knowledge -- The smart and successful organization has a hypothesis already in place -- a contingency plan integrating all facets of the organization, for what might happen if a portion, or all, of their resources run out or are interrupted in some manner. Technology changes, even faster now than 100 years ago. Companies that produced, say certain chemicals for armaments in the 1800s had to change with the times and new technologies in order to compete. So too, do the companies of the early 21st century need to use their knowledge bank and human resources to not only understand the marketplace of today, but rather than exploiting dying industries as cash cows (e.g. yellow pages, etc.), invest into future growth and train and develop staff for future possibilities. By thinking forward, innovation becomes more commonplace.

Evaluation of Presentation -- By managing an organization based more on knowledge and customer service (good-will), one can more easily adapt to drastic changes in the marketplace.

Question -- What is necessary to implement a continual training process that will allow a company to project and prepare for worst case scenarios?

Chapter Title -- The Corporate Immune System

Chapter Summation -- Regardless of the nature of an organization, there are still dangers from tolerance and openness. These dangers have little to do with control or inefficiency, but instead, may cause inadvertent stress within the entire organization.

Definitions/Terms -- immune systems, parasitic organizations, resistance, intolerance

Integration of Knowledge -- It is the balance and resolution of control and freedom that will typically be solved when using a knowledge based approach to management. The more problems and conflicts rise to higher levels, the more inefficient those levels become. If issues cannot be solved appropriately at the level necessary, the idea of trust and openness goes by the wayside, and upper management then believes it must tighten control.

Evaluation of Presentation -- Dissent is not a bad thing within an organization; one must just learn how to integrate it with other styles. It was really the old style of management in a manufacturing economy that caused a rather sophisticated system of continued suppression of dissent. Shooting the messenger sends a signal company wide -- management cannot tolerate hearing bad news; this then engenders a culture of dishonesty and hiding of information, the death knell of the modern, sophisticated corporation.

Question -- What is necessary to implement a continual training process that will allow a company to project and prepare for worst case scenarios?

Chapter Title -- Power -- Nobody Should Have Too Much

Chapter Summation -- Part of engendering a learning organization is the knowledge and comfortability of sharing power. Gone are the days of hierarchical and autocratic management; that focuses way too much power and authority in the hands of individuals who may not be the best to make certain decisions. Instead, knowledge management and the sharing of information provide a way for the team to place the most appropriate person within the guise of making that particular decision.

Definitions/Terms -- capital management, decision shortfall, power redistribution, human capital management

Integration of Knowledge -- Relinquishing certain decision making does not relinquish power. For example, in a multinational corporation, the people that have the knowledge to make the best decisions regarding, say a Brazilian agricultural subsidiary, are the managers in Brazil who know the situation intimately. Strategic direction is set by upper management, and it is their job to see that the company is profitable for the following years.

Evaluation of Presentation -- Responsibility to stakeholders includes an approach in which everyone within the organization operates with a similar view and literally personifies the way a true company interested in longevity will act internally and externally.

Question -- What are appropriate checks and balances to power within a learning organization?

Chapter Title -- The Company of the Future

Chapter Summation -- Companies that are living entities, that offer service oriented value to consumers, and that are more holistic in approach can thrive for centuries if they simply focus on character and ethics within their operation.

Definitions/Terms -- sustainability, source of identity, tolerance, investment in appropriate resources

Integration of Knowledge -- Management's role is to learn about the product, the people, and the environment. The effective manager's role is to create the conditions in which all will give their best, therefore extending their organization past others. Thus, the art of managing is really the art of coaching several communities along a shared path. This becomes important in setting the context of the organization.

Evaluation of Presentation -- Statistically, we can judge the survival rate of organizations by the way they manage their resources: people (human knowledge capital), information (knowledge-based facts), money (fiscal responsibility) and their environment (government and clients). Looking at such events, one realizes that to keep the upper levels continually focused on the prize -- which is longevity, policies and procedures, implicitly or explicitly, should allow for upper levels to give advice, but only to assist in decision making. This will both empower and ensure that the best available knowledge is focused upon an issue.

Question -- What is the best way to manage dissenting opinion within an organization that will allow positive, win-win, scenarios to be presented and ideas to be heard at multiple levels? [END OF PREVIEW] . . . READ MORE

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