1.

Sustainability & Changing Organisation Environments: Sustainable development is development that meets the needs of the
present without compromising the ability of future generations to meet their own needs . Sustainable competitive advantages :
company assets, attributes, or abilities that are difficult to duplicate or exceed; provide a superior or favorable long term position
over competitors. Strengths & Weaknesses in internal environment, Opportunities & Threats in the external environment. Strength-
Manufacturing efficiency, skilled workforce, good market share, strong financing, superior reputation, Opportuniti- possible new
market, strong economy, weak market rivals, emerging technologies, growth of existing market. Weakness_ outdated facilities,
obsolute technologies, weak management, planning failure, Threats- New competitors, shotage resources, changing market
taste(seasonal), new regulations, substitute products. The internal environment is all about organisation or corporate culture, which
is the system of shared beliefs and values that develops within an organisation and guides the behaviour of its members.External
environment –court orders, govt rules change .
2. Green Environment & Oraganizational Challenges- : green economy defined as an economy that results in improved human well-
being and reduced inequalities over the long term, while not exposing future generations to significant environmental risks and
ecological scarcities. Organisational challenges include: recycling, energy efficiencies, waste minimization, resource recovery, low
carbon emissions transport, sustainable fishing & forestry, valuing ecosystem services, energy efficiency. For organisations to
continue to be sustainable, it is vitally important for managers to be aware and familiar with cultural differences in the
workplace.After becoming aware of cultural differences, the second step is deciding how to adapt your company to those cultural
differences.Innovation and managing a creative work environment- Organisational innovation is the successful implementation of
creative ideas in organisations.Innovation builds competitive advantage.To maintain sustainable competitive advantage, firms need
to keep innovating. To maintain sustainable competitive advantage, firms have to innovate & create with different technological
cycles & innovation streams. Creative work environments-Workplace cultures in which workers perceive that new ideas are
encouraged. Organisational encouragement of creativity occurs when management encourages risk taking & new ideas, supports &
fairly evaluates new ideas, rewards & recognises creativity, & encourages the sharing.Supervisory encouragement of creativity occurs
when supervisors provide clear goals, encourage open interaction with subordinates, & actively support development teams’ work
and ideas. Work group encouragement of creat occurs when work group members have diverse experience, education and
backgrounds; when there is a mutual openness to ideas; when there is positive, constructive challenge to ideas; and when there is
shared commitment to ideas.Freedom having the autonomy over day-to-day work; a sense of ownership & control over one’s ideas
& work. Lack of organizational impediments remove any obstacles to creativity such as internal conflict, power struggles, rigid
management structures.
3.Corporate Social Responsibility(C S R)- An organisation’s responsibility to pursue policies, make decisions and take actions that
benefit society. Shareholder model: business has only one responsibility and that is to maximise profits to satisfy shareholders.
Stakeholder model: businesses have multiple stakeholders with multiple interests. Criteria of corpo social performance: discretionary
responsibility contribute to the community & quality of life.Ethical responsibility-do what is ethical and not wrong. Legal
responsibility- abide law, economical resposibilty-be profitable. Proactive strategy- take leadership in social leadership,meet
economic, legal, ethical and discretionary. Accomodative- Do minimum ethical required, meet economic,legal,ethical.
4.Human Relations Management: the human relations approach to management focuses on the psychological and social aspects of
work. People are valuable organizational resources whose needs are important. Success depends on treating workers well. Human
relations movement emphasizes satisfaction of employees’ basic needs as key to increased worker productivity focuses on the
psychological and social aspects of work. Human resources perspective suggests jobs should be designed to meet higher level needs
by allowing workers to use their full potential. Work is a group activity and need for recognition, security and sense of belonging are
more important in determining productivity than physical conditions of work.
5.Management: Top managers – responsible for performance of organization as a whole or for one of its larger parts – pay attention
to external environment, alert to potential for long term problems and opportunities & develop ways of dealing with them. Middle
managers – in charge of relatively large departments/divisions consisting of smaller work units. First-line managers: responsible for
production of goods & services.; includes team leaders/supervisors – most early career people start off first job in management as
one of these although many do enter as technical specialists and then advance to managerial responsibility. Technical skills-
Understanding of and proficiency in the performance of specific tasks. Conceptual skills-Cognitive ability to see the organisation as a
whole and the relationship among its parts. Human skills-Ability to work with and through other people and to work effectively as a
group member. Motivational skills-Managers typically have a stronger motivation to manage than their subordinates, and managers
at higher levels usually have stronger motivation to manage than managers at lower levels.
6.Organisation design: Choosing and implementing structures that best arrange resources to serve the organization's mission and
objectives.Factors- Strategy and structure are intertwined one cannot exist without the other.* When strategy is growth oriented
such as differentiation and likely to change frequently, the situation is more complex, fluid and uncertain. Operations and plans are
likely to have short life spans and require frequent and even continuous modification over time. So most suitable to use a structure
that allows for internal flexibility and freedom to create new ways of doing things – most characteristic of empowerment found in
 adaptive orgs using more organic design alternatives – such as team and network structures. Especially applicable to orgs based on
new digital or information technology.*When strategy is stability oriented such as cost leadership – choice of org design should be
based on the premise that little significant change will be occurring in the external environment & that the plans can be set up and
operations programmed to be routinely implemented. To best support this strategic approach, org should be structured to operate
in a well defined and predictable way. so most likely to adopt a functional approach.Organisations need to respond to both internal
and external environmental changes.Failure to change can lead to business collapse. Kurt Lewin- 3steps- Unfreezing-change leaders
task, establish good relation with ppl involved,help know other ppl that present behavior not effective,minimize expressed resistance
to change. Changing- implement change, identify new, more effective ways of behaving, choose appropriate change in task, ppl,
culture,tech,structure. Refreezing- stabilize change, create acceptance and continuity for the new business, provide necessary
resource,use positive reinforcement.
7. Maintain quality workforce- The process of finding (attract), developing and keeping (maintain) the right people to form a qualified
workforce. Attracting individuals who show signs of becoming valued, productive, and satisfied employees. It involves: HR Planning :
a process of predicting (forecasting)the need for new employees based on types of vacancies that exist. Recruiting : a set of activities
designed to attract a qualified pool of job applicants. Selecting : involves choosing from a pool of the best-qualified job applicants.
Development includes: Orientation of employees, Training, Performance Appraisal. Maintaining a quality workforce, especially in
dynamic environments, requires consideration of: Career development-Involves employers structuring the career progress of their
employees .Work-life balance -Involves balancing career demands and personal and family needs. Compensation and benefits-Salary
and non-monetary compensation paid to an individual. Retention and turnover-Involves taking steps to deal with replacement
decisions such as management of promotions, transfers, terminations, lay-offs and retirements. Job Charac Model-Skill variety –
degree to which job requires a variety of different activities so that they can use a number of skills & talent.Task identity – degree to
which job requires completion of a whole & identifiable piece of work.Task significance- degree to which job has a substantial impact
on the lives or work of other people. Autonomy – degree to which job provides substantial freedom, independence & discretion for
individual to schedule the work & determine procedures in carrying it out. Feedback – degree to which the individual obtains direct
& clear info about the effectiveness of performance.
8. Leadership: Refers to a leader’s ability to anticipate, envision, maintain flexibility, think strategically and work with others to initiate
changes that will create a positive future for an organisation. Inspires change and extraordinary efforts to achieve organisational
goals. Charismatic leaders:model values consistently with vision, communicate high performance expectations, display confidence
in followers abilities, motivate employees to transcend expected performance, create atmosphere for change,have emotional impact
on employees, Inspire followers to break the rule. Transformational leaders- Ideal managers to have during major organizational
change because they have the visionary component of the charismatic leader but also have the staying power and energy to see
change through to completion.
9.Control: Steps-Begins with establishment of clear standards of performance, Involves a comparison of actual performance to
desired performance, Takes corrective action to repair performance deficiencies, Is a dynamic, cybernetic process, Consists of
feedback control, concurrent control, feedforward control. Feedforward-Monitor performance inputs rather than outputs to
prevent or minimize performance deficiencies before they occur. Focus on human, material, and financial resources within the
organization. Evident in the selection and hiring of new employees. Concurrent- Gather information about performance
deficiencies as they occur. Monitoring takes place during the process or activity, often in real time. Rely on performance standards,
rules, & regulations for guiding employee tasks & behaviours ensuring that work activities produce the desired results. Employees
monitor the measurements; if they see that standards are not being met in some area, they make a correction themselves or let a
manager know that a problem is occurring. Feedback- Gather information about performance deficiencies after they occur. Involve
reviewing information to determine whether performance meets established standards.