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OMGT 70A (Finals) > Lesson 1: Managing Complexities to Drive Productivity Up > Flashcards

Lesson 1: Managing Complexities to Drive Productivity Up Flashcards

1
Q

____________ are not merely common occurrences in the dynamic world of business; they are important components that form the terrain in which business operates. These __________ stem from a plethora of interconnected causes, both internal and external, posing problems that necessitate effective leadership and strategic forethought. To prosper in today’s competitive world, firms must traverse a maze of hurdles, ranging from technological changes to global economic swings.

A

Complexities

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2
Q

is engrained in a variety of disciplines, methods, and solutions. Whether referred to in the context of a process, product, or persons, one thing is constant: complexity is here to stay.

A

Complexity

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3
Q

is derived from the Latin word __________, which means “twisted together” or “entwined,” complexity, simply put, is a subjective factor that usually refers to the difficulty of a design or build of a system.

A

Complexity; “Complexus”

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4
Q

is the array of multifaceted challenges that an organization encounters within its operations. It emerges from a variety of sources: intertwined internal processes, the fluctuating nature of market dynamics, rapid technological progress, and the detailed demands of project management.

A

Business Complexity

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5
Q

is the web of factors that complicate straightforward decision-making and management, potentially undermining a company’s sustainability and growth.

A

Business Complexity

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6
Q

Types of Complexity in Business

A

Organizational, Operational, Technological, Project (OOTP)

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7
Q

The everyday procedures and processes that drive a business can become tangled, particularly in companies with extensive product or service lines.

A

Operational Complexity

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8
Q

As companies grow, so does the intricacy of their structures, including the hierarchy, networks, and communication channels.

A

Organizational Complexity

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9
Q

Types of Operational Complexity

A

Human Resource, Regulatory and Legal, Strategic, Environmental and Social (HRSE)

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10
Q

Managing human capital involves complexities such as recruitment, talent development, performance management, diversity, equity, and inclusion.

A

Human Resource Complexity

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11
Q

Compliance with a myriad of laws, regulations, and industry standards presents significant challenges for businesses. This includes regulations related to labor, environmental protection, consumer protection, data privacy, and industry-specific regulations.

A

Regulatory and Legal

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12
Q

involve developing and executing long-term plans to achieve organizational goals. This includes market analysis, competitive positioning, product development, mergers and acquisitions, and strategic partnerships.

A

Strategic Complexity

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13
Q

Increasingly, businesses are facing pressures to address environmental sustainability, social responsibility, and ethical business practices.

A

Environmental and Social Complexity

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14
Q

The swift advancement of technology significantly adds to business complexity, as integrating new systems alongside existing ones can be daunting.

A

Technological Complexity

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15
Q

In sectors like construction, IT, and R&D, projects can become remarkably complex due to various factors such as scope, timelines, resources, and stakeholder expectations.

A

Project Complexity

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16
Q

Types of Project Complexity

A

Structural, Technical, Temporal, Directional (STTD)

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17
Q

This type of complexity refers to difficulty in managing interconnected activities. Examples of projects with high structural complexity include engineering, construction, and defense projects.

A

Structural Complexity

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18
Q

This type of project complexity refers to challenges in project design and technical details. The complexity is associated with new projects about which sufficient technical details are not available.

A

Technical Complexity

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19
Q

refers to projects with an uncertain environment. The uncertain factors include unexpected legislative changes, environmental impacts, and the like.

A

Temporal Complexity

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20
Q

This type of complexity refers to challenges in determining project goals and objectives. The goals are generally shared with hidden agendas and vague project requirements.

A

Directional Complexity

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21
Q

Factors Contributing to Complexities in Management

A
  1. High Degree of Uncertainty and Rapid Change,
  2. Use of Technology,
  3. Diversity to Workplace,
  4. Globalization,
  5. Project Size and Scope,
  6. Goals and Objectives,
  7. Number of Stakeholders,
  8. Management Practices
  9. Ambiguity
  10. Division of Labor

(HUDGPGNMAD)

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22
Q

Employees in today’s businesses come from a wider range of generations, cultures, and skill levels than in the past. While it can be considered generally as strength, it can also be a hindrance to productivity, as it can result in various conflicts and tension such as cultural integration challenges, stereotyping, prejudice, bias, discrimination, and communication barriers.

A

Diversity to Workplace

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23
Q

Given the numerous benefits of advanced technology in the workplace, it can also negatively affect productivity. With new technologies emerging on a regular basis, managers need to become proficient on how to utilize them in order to successfully manage the business. It demands constant learning and adjustment, which can be time and resource-consuming. It can negatively impact employees productivity in several ways such as dependency on technology, technical issues, distraction, and information overload.

A

Use of Technology

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24
Q

Keeping a workforce under constant change can be challenging since it can make employees discouraged by the lack of stability, their attention may be diverted away from their tasks, resulting in decreased productivity and quality of work.

A

High Degree of Uncertainty

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25
Q

are necessary for this, as they are flexible and capable of reacting to newly discovered information. “Flexible and iterative strategies” used by the organizations to navigate complex and uncertain environments.

A

Adaptive Management Approach

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26
Q

In light of the interdependence of the world’s economies, external factors including changes in the economy, unstable political environments, and advancements in technology can have a rapid impact on business operations. Managers need to develop cross-cultural, cross-time zone, and cross-language team management skills as their firms grow internationally.

A

Globalization

27
Q

must be overcome with strategic vision, thorough preparation, and flexible execution in order to get the intended results. The greater number of activities, parties, and resources involved in larger projects sometimes results in their complexity. One may also influence a project’s difficulty by its scope. It might be difficult to oversee projects with wide goals or complex requirements.

A

Project Size and Scope

28
Q

need to be clearly and completely articulated. These need to be understood by all parties involved in the project, including owners, managers, contractors, and consultants.

A

Goals and Objectives

29
Q

Project complexity increases with the number of stakeholders involved. Keeping track of different interests, expectations, and communication styles may be difficult.

A

Number of Stakeholders

30
Q

Project complexity may be influenced by a variety of factors, including supplier monopolies, contractor relationships and ethics, overlapping processes and activities, methods, and procedures based on hard or soft approaches that may have an impact on how precisely project goals and objectives are defined.

A

Management Practices

31
Q

State of uncertainty and meaning in which different interpretation, “unclear siatuations” - undefine role and goals.

A

Ambiguity

32
Q

Dividing labor into smaller, more specialized jobs, same job everyday. (Ex. monotony and repetition)

A

Division of Labor

33
Q

Sources of Complexity in Management

A

Scale, Ambiguity, Dependency, Urgency (SADU)

34
Q

C: Larger scope with limited resources
S: Develop people, prioritize resources and drive efficiency

A

Scale

35
Q

C: Clarity in face of unclear outcome and lack of knowledge
S: Learn and experiment, think big, invent, simplify

A

Ambiguity

36
Q

C: Collaborate with multiple stakeholders with conflicting priorities
S: Socialize ideas, influence without authority

A

Dependency

37
Q

C: Time-sensitive goals in a crisis or risky situation
S: Inspire people, be decisive and direct with conviction

A

Urgency

38
Q

Impact of Complexities in Business

A
  1. Reduced collaboration and innovation
  2. Stalled Decision-Making and Growth
  3. Increased Security Risk
39
Q

Finding relevant information, figuring out what’s current, and prioritizing actionable measures based on that knowledge all take a lot of time. That time may be better used for higher-value group projects like conceptualization and problem-solving that are innovative. According to recent research, employees look for project-related information for an average of five hours every week—nearly an entire workday.

Without open communication channels, not effectively integrated.

A

Reduced collaboration and innovation

40
Q

Teams that have separate collections of data only get a fragmented picture of the company, which makes it challenging to gather all the information needed to make informed decisions.

Decision making are often inundated with fast amount of data and information. (Processing information can be time consuming and overwhelming; hinder progress)

A

Stalled Decision-Making and Growth

41
Q

It will become more difficult for firms to locate data and implement adequate security measures the more complicated their business is. Businesses should prioritize simplification where possible, implementing robust security protocols and practices, regularly assessing and addressing vulnerabilities, providing comprehensive employee training on cybersecurity awareness, ensuring compliance with relevant regulations, and fostering a culture of security awareness throughout the organization.

Installed interconnected system and devices networks creating larger tax for cyber threats. (Represents potential entry-point for malicious actors increasing breaches)

A

Increased Security Risk

42
Q

argue that not all complexity is bad, but managers don’t always know what kind their organization has.

A

Julian Birkinshaw and Suzanne Haywood

43
Q

Types of complexities based on Birkinshaw and Haywood:

A

Institutional Complexity and Individual Complexity

44
Q

such as the number of organizational units or lines of business.

A

Institutional Complexity

45
Q

the complexities faced by individuals in the organization, such as poor processes, confusing role definitions, or unclear accountabilities.

A

Individual Complexity

46
Q

Birkinshaw and Haywood suggest that it is important to distinguish between these complexities:

A

Imposed, Inherent, Designed, Unnecessary (IIDU)

47
Q

laws, industry regulations, and interventions by nongovernmental organizations. It is not typically manageable by companies.

A

Imposed Complexity

48
Q

intrinsic to the business, and can only be jettisoned by exiting a portion of the business.

A

Inherent Complexity

49
Q

results from choices about where the business operates, what it sells, to whom, and how. Companies can remove it, but this could mean simplifying valuable wrinkles in their business model.

A

Designed Complexity

50
Q

arises from growing misalignment between the needs of the organization and the processes supporting it. It is easily managed once identified.

A

Unnecessary Complexity

51
Q

Strategies for Managing Complexities

A
  1. Simplify Processes
  2. Leverage Data Analytics and Machine Learning
  3. Strengthen Leadership
  4. Foster a Collaborative Culture
  5. Develop Project Management Maturity
  6. Embrace Innovation
  7. Risk Assessment and Mitigation
  8. Talent Development and Training
  9. Adaptive Technology Adoption

(SLSFDERTA)

52
Q

Streamlining operations can help reduce complexity. This often involves examining and refining current processes, removing unnecessary steps, and ensuring systems remain flexible to adapt to business changes.

A

Simplify Processes

53
Q

Although technology can add to the complexity, it can also provide solutions. Using advanced tools like machine learning and data analytics can help simplify complex decisions, offering insights that lead to better decision-making.

A

Leverage Data Analytics and Machine Learning

54
Q

Strong leadership is essential in navigating complex business landscapes. Leaders should excel in decision-making, communication, and nurturing an environment adept at managing complexity.

A

Strengthen Leadership

55
Q

Encouraging open communication and collaboration within the organization can break down barriers and reduce complexity.

A

Foster a Collaborative Culture

56
Q

It’s beneficial to invest in the skills and competencies of project management professionals. A mature project management approach improves risk and change management, increasing the likelihood of project success.

A

Develop a Project Management Maturity

57
Q

Innovating in product development, services, and business models can mitigate the impact of complexity by providing new ways to address changing conditions.

A

Embraced Innovation

58
Q

Conduct thorough risk assessments to identify potential sources of complexity and their associated risks. Develop mitigation strategies to address identified risks and minimize their impact on the organization.

A

Risk Assessment and Mitigation

59
Q

Invest in talent development and training programs to equip employees with the skills and knowledge needed to navigate complexities effectively. Foster a learning culture that encourages continuous improvement and innovation.

A

Talent Development and Training

60
Q

Embrace emerging technologies such as artificial intelligence, data analytics, and cloud computing to address complexities and drive innovation. Leverage technology solutions to automate routine tasks, improve decision-making, and enhance operational efficiency.

A

Adaptive Technology Adoption

61
Q

has had a serious crisis as a result of unintentional quality issues with its vehicles, which had set off ________ greatest formal recalls of its vehicles worldwide. This problem poses a risk to the company’s prior reputation for producing high-quality vehicles and the brand image established rising over time.

A

Toyota Crisis: Management Ignorance

62
Q

has long been considered the epitome of Japanese ingenuity, excellence in production, and pioneer in the industry (The Economist, February 13, 2010). Reliability and economy are two of its best attributes. and the economy of gasoline. Its “lean” production methods and ongoing improvement culture were the corporate world’s jealousy (ibid). It truly is astounding that _____ has become involved in such grave concerns about the quality of its cars. Almost 9 million automobiles must be sold in only six months.

A

Toyota

63
Q

are unavoidable and constant, offering businesses with both obstacles and opportunity. The impact of this is far-reaching, affecting collaboration, innovation, decision-making, and security. While negotiating difficulties might be difficult, businesses must understand that complexity is a normal part of operating in a dynamic and linked environment.

A

Business Complexity

64
Q

are an inherent part of the business landscape, which requires effective leadership and strategic thinking to navigate.

A

Complexities

OMGT 70A (Finals) (4 decks)

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