Recently in Emily Oberlander Category
The presentations that were given today were very well done. I was very impressed with the overall delivery of everyone that presented today. I was unable to see the first presentations given, so I was really excited to see what each person was doing and their take on the assignment. I really learned a lot about different organizations that I would have never thought of before. The one part that I would change would be that the presentations were lacking complementary pictures. Most of them were really text oriented. It was hard to listen to some because the speaker was saying everything that was already on the slide. Complementary visual aids are necessary. I was really interested in the hockey presentation because I know very little about hockey and would never go out and learn the organizational structure on my own. I really learned a lot about the Nike brand from Kristen and learned about the Jordan sub-unit of Nike. I had no idea that Nike was in a slump when they decided to create the Jordan brand. I really enjoyed seeing these presentations and getting an idea of what I need to bring to the table when it comes my turn to present. I know what will be expected as a presenter.
Throughout this course, I believe that my idea of organizational effectiveness has remained fairly constant. I have learned a lot throughout this course, but I still believe a lot of the things that I stated in my first blog about organizational effectiveness. I know that the basic concept of any sports organization is to have some sort of a mission statement, as well as an official goal. These goals are meant to develop the effectiveness of an organization to reach its peak. When short term goals are met, the effectiveness of an organization continues to grow. I have also learned that sometimes a general goal that is not really measurable is a good thing to have because that means the organization is continually working on effectiveness and development. There may be other, shorter goals, but the official goal keeps an organization in check to remember what their main goal is to achieve. I wrote that in my first blog and I still believe it to be true.
Environment is one of the biggest factors in creating an effective organization. An organization must maintain a pleasurable and desirable environment to maintain strong effectiveness. If any sports team does not maintain a desirable environment, their fans that once supported the team, may not be inclined to support a team that does not bring the fans happiness. The environment needs to be acceptable and open to new people.
Another huge aspect of organizational effectiveness that I have learned was that that a goal or purpose is not the only basis for effectiveness. Some organizations utilize pieces of their organization that create effectiveness. Utilizing surrounding resources for an organization can be deemed as development, which is translated to effectiveness. I have learned a lot about power and politics and how those two pieces can create effectiveness or diminish an organization. If power is used effectively, it can really bring good things to the organization. If power is used for negative purposes, the effectiveness of the organization will be deterred or even eliminated altogether. Along with power comes conflict. If power is used negatively or wrongly, conflict is inevitable. Conflict is something that can deter effectiveness, so it needs to be handled professionally and in a timely manner in hopes of not affecting the organization.
In conclusion, my organizational effectiveness philosophy has remained pretty similar. However, I have learned a lot of different pieces that put the effectiveness puzzle together. An organization must be resilient, enjoyable to work in, and a connected environment. There also needs to be something for the employees to work towards, such as a goal or purpose, including a mission statement. There needs to be positive power in place within an organization to create effective order. Conflict needs to be dealt with immediately and efficiently to create effectiveness. If all of these things are managed, the organization is most likely going to be successful.
1. The three central decisions that needed to be made in this scenario are:
a. To expand on the ChargeUp product line with a new item called ChargeUp with Lipitrine.
b. To recall ChargeUp with Lipitrine after it is linked with gastrointestinal problems.
c. To decide WHO was to make decisions within the organization.
2. The conditions under which this decision is made:
-Potentially dangerous if not recalled
-Potential legal action if not recalled
3. We would recommend using the Garbage Can model for this decision making process, because this process has a wide variety of viewpoints and opinions and has multiple decisions to make. It also allows the decision makers to focus on how chance plays a role in the decision and instead of one decision made by one person, it focuses on any number of decisions made by multiple people.
This scenario focuses on a couple of different problems (product recall and the consequences that follow) and there is a large number of employees making decisions.
Andrew Myers, RJ McGinnis, Adam Vargas, Emily Oberlander
Sports managers are always under pressure from other people and are handed difficult decisions every single day. These decisions are made in hopes to positively affect the organization. Sport managers hold this responsibility to make decisions and execute those decisions effectively. Slack and Parent describe, "a decision is a judgement...a choice between alternatives." Decision making becomes a hard and difficult activity when an alternative is added to the picture. The hard choice is to decide which decision will gain the greatest success. Slack and Parent describe a couple types of decisions, such as programmed and non-programmed decisions. A programmed decision is when the sport manager is familiar with this decision and is often times made in any given day. A non-programmed decision is one that the sport manager has never faced before and does not know what would be the best interest of the organization.
In this chapter, Slack and Parent mention risk in response to decision making. Any person is going to have doubts about certain decisions. There is always going to be uncertainty in unknown decisions. The responsibility of the sport manager is to understand the costs and benefits of each of every option involved with the decision making process. With this comes that idea that the risk needs to be assessed before any huge decision is made and to understand the acceptance of those risks. When there is a higher chance of risk, the sport manager is faced with a tougher decision. There are two different models of decision making. There is the rational model and the administrative model. The rational model has various steps, including monitoring the environment where the decision is made, defining the problem, diagnosing the problem, identifying alternatives, analyzing the alternatives, selecting the best alternative, then implementing the alternative, and evaluating the decision. This is just a way to monitor how decisions should be made, but not how they actually are decided upon. This is merely an attempt for sport managers to make an attempt at making economically mature decisions that positively affect the organization. The administrative model means that sport managers make each decision based on their own emotions, limited ability to process certain information, time constraints, and incorrect information. This means that sport managers are limited in the decisions they can handle based on the information they are given. This means that the best decisions might be lost because of the limitations caused.
Have you ever experienced making a tough decision through a work experience? What though processes did you go through to get to that decision? How can these experiences impact your future career experiences?
The culture of the MLB in the U.S. is very strong, in terms of expected performance. Fans, coaches, and players themselves, expect a high level of performance, and some will do whatever it takes to succeed. The subcultures that exist come from the viewpoints of the players, coaches, the MLB, and fans. Many players and coaches believe that players should do whatever it takes to win (including PED's), even without publicly admitting it. Fans like to see players succeed, but are split when it comes to PED's. The MLB is completely against PED's and are strongly trying to prohibit them. There are some people among all stakeholder groups who do not care about the players' use of PED's. On the other hand, there are stakeholder groups who are looking for a major culture change.
The MLB's new anti-doping policy is a major attempt to change the culture of PED's within the MLB. It is evident that it is an instrument of cultural change because of the suspensions placed upon players (Manny Ramirez, Alex Rodriguez, etc.) The new anti-doping policy is almost used as a scare tactic among players, instead of an actual policy. However, in many players' eyes, it is worth the risk of suspension to use drugs and perform at a higher level. The evironment of "winning above all else" in the MLB has shaped how players decide to play the game, which may include the use of PED's.
One major symbol, unique to MLB, is money. Because the MLB does not have a salary cap placed upon its teams, players can make any amount of money owners are willing to spend. Therefore, players strive to hit more home runs, steal more bases, and record more outs to increase their monetary value, regardless of their reputation. If a salary cap was placed on the teams in the MLB, players would not feel pressured to increase their individual statistics and a "team-focus" would be more evident. The roles of MLB leaders should be to promote a "team-focus" and re-determine their values and strategies, and attempt to de-value to the "winning at all costs" mentaility. One reward that could be given out to promote the ban of PED's would be to award individuals or teams with a bonus at the end of each season to reward for a clean record during that season. Stricter suspension rules could be put into place as well.
Plan to change the MLB's culture:
Unfreezing: Have MLB administrators change their efforts to focus on whole teams, rather than individuals.
Moving: Re-focus the players and coaches viewpoints on the good of the team, rather than the individual. Have teams focus on winning and championships, instead of the "winning at all costs" ethic.
Freezing: Reward teams for a clean record and continue to promote a team focus in baseball.