Sociotechnical Systems and Management Styles Essay -- Technology Work

Sociotechnical Systems and Management Styles In today’s advanced technological workplace, companies are looking into several new management styles and concepts. Among them is a theory called sociotechnical systems (STS). This is a theory that has been around for about 50 years and is still being attempted for use today. Many managers along with one member of the STS founding team, Fred Emery, argue that STS is obsolete; other managers have implemented STS with great success. With this new style of management practice, several changes will have to take place. These changes along with several examples of both positive and negative effects will be examined throughout this essay. To introduce the STS theory and let the reader get an understanding of just what is involved in STS, it is imperative to list several changes that must take place for an effective STS strategy to work. A few changes in the old management style in comparison with STS are listed below: 1 Old -Technology first -People as extensions of machines -Maximum task breakdown, simple, narrow skills -External controls: procedures, supervisors, specialist staffs -More organization levels, autocratic style: unilateral goal setting, assignment of workers -Frequent alienation: â€Å"It’s only a job† -Less individual development opportunity and employment security STS -Joint optimization of systems -People as complements to machines -Optimal task grouping, multiple, broad skills -Internal controls: self-regulating subsystems -Fewer levels, participative style: Bilateral goal setting -Commitment: â€Å"It’s my job, group, and organization† -More individual development opportunity and employment security As seen above, many changes are nece... ...John Hoerr and Michael Pollock. â€Å"Management Discovers the Human Side of Automation.† Taken from Business Week. (1986), p. 1 http://organizationdesign.com/pages/articles2/auto.html 10 John Hoerr and Michael Pollock. â€Å"Management Discovers the Human Side of Automation.† Taken from Business Week. (1986), p. 2 http://organizationdesign.com/pages/articles2/auto.html 11 John Hoerr and Michael Pollock. â€Å"Management Discovers the Human Side of Automation.† Taken from Business Week. (1986), p. 1 http://organizationdesign.com/pages/articles2/auto.html 12 Pasmore, William. Designing Effective Organizations: The Sociotechnical Systems Perspective. New York: 1998. 13 Jacobs, D.A. and Keating C.B. â€Å"Process Analysis and Personnel Development Program. Jefferson Lab, Newport News, VA, April 1998. 14 Zell, Deone. Changing by Design. Cornell University Press, 2000.

Principles of Marketing Essay

Learning Objectives After studying this chapter, you should be able to: 1. Define marketing and outline the steps in the marketing process 2. Explain the importance of understanding customers and the marketplace, and identify the five core marketplace concepts 3. Identify the key elements of a customer-driven marketing strategy and discuss the marketing management orientations that guide marketing strategy 4. Discuss customer relationship management, and identify strategies for creating value for customers and capturing value from customers in return 5. Describe the major trends and forces that are changing the marketing landscape in this age of relationships 1-2 Chapter Concepts 1. 2. 3. 4. 5. 6. 7. 8. What Is Marketing? Understanding the Marketplace and Customer Needs Designing a Customer-Driven Marketing Strategy Preparing an Integrated Marketing Plan and Program Building Customer Relationships Capturing Value from Customers The New Marketing Landscape So, What Is Marketing? Pulling It All Together 1-3 What Is Marketing? Marketing Defined Marketing is the process by which companies create value for customers and build strong customer relationships to capture value from customers in return 1-4 What Is Marketing? The Marketing Process 1. 2. 3. 4. 5. Understand the marketplace and customer wants and needs Design a customer-driven marketing strategy Construct a marketing plan that delivers superior value Build profitable relationships and create customer satisfaction Capture value from customers to create profit and customer equity 1-5 Marketing process Determine needs and wants Design customer driven marketing strategy Construct marketing program that delivers superior value Build relationships and delight the customer Capture value from customer to achieve profits Figure 1.1: Core Marketing Concepts Needs, Wants & Demands Markets Core Marketing Concepts Marketing Offers Exchange & Relationships Value & Satisfaction Understanding the Marketplace and Customer Needs Customer Needs, Wants, and Demands †¢ Needs are states of deprivation †¢ Physical—food, clothing, warmth, safety †¢ Social—belonging and affection †¢ Individual—knowledge and selfexpression 1-6 Understanding the Marketplace and Customer Needs Customer Needs, Wants, and Demands Wants are the form that needs take as they are shaped by culture and individual personality Demands are wants backed by buying power 1-7 Understanding the Marketplace and Customer Needs Market Offerings—Products, Services, and Experiences Market offerings are some combination of products, services, information, or experiences offered to a market to satisfy a need or want 1-8 Understanding the Marketplace and Customer Needs Market Offerings—Products, Services, and Experiences Marketing myopia is focusing only on existing wants and losing sight of underlying consumer needs Exchange is the act of obtaining a desired object from someone by offering something in return 1-9 Understanding the Marketplace and Customer Needs Customer Value and Satisfaction †¢ Expectations †¢ Customers †¢ Value and satisfaction Set the right level of expectations †¢ †¢ Marketers †¢ Not too high or too low 1-10 Understanding the Marketplace and Customer Needs Exchanges and Relationships Exchange is the act of obtaining a desired object from someone by offering something in return Relationships consist of actions to build and maintain desirable relationships 1-11 Understanding the Marketplace and Customer Needs Markets are the set of actual and potential buyers of a product Marketing system consists of all of the actors (suppliers, company, competitors, intermediaries, and end users) in the system who are affected by major environmental forces †¢ Demographic †¢ Economic †¢ Physical †¢ Technological †¢ Political–legal †¢ Socio-cultural 1-12 Designing a Customer-Driven Marketing Strategy Marketing Management Marketing management is the art and science of choosing target markets and building profitable relationships with them †¢ What customers will we serve? †¢ How can we best serve these customers? 1-13 Designing a Customer-Driven Marketing Strategy Selecting Customers to Serve Market segmentation: Dividing the markets into segments of customers Target marketing: Which segments to go after 1-14 Designing a Customer-Driven Marketing Strategy Selecting Customers to Serve De-marketing: Marketing to reduce demand temporarily or permanently; the aim is not to destroy demand but to reduce or shift it. 1-15 Designing a Customer-Driven Marketing Strategy Selecting Customers to Serve Marketing management is: †¢ Customer management †¢ Demand management 1-16 Designing a Customer-Driven Marketing Strategy Choosing a Value Proposition The value proposition is the set of benefits or values a company promises to deliver to customers to satisfy their needs 1-17 Designing a Customer-Driven Marketing Strategy Marketing Management Orientations †¢ †¢ †¢ †¢ †¢ Production concept Product concept Selling concept Marketing concept Societal concept 1-18 Designing a Customer-Driven Marketing Strategy Marketing Management Orientations Production concept is the idea that consumers will favor products that are available or highly affordable 1-19 Designing a Customer-Driven Marketing Strategy Marketing Management Orientations Product concept is the idea that consumers will favor products that offer the most quality, performance, and features for which the organization should therefore devote its energy to making continuous improvements 1-20 Designing a Customer-Driven Marketing Strategy Marketing Management Orientations Selling concept is the idea that consumers will not buy enough of the firm’s products unless it undertakes a large scale selling and promotion effort 1-21 Designing a Customer-Driven Marketing Strategy Marketing Management Orientations Marketing concept is the idea that achieving organizational goals depends on knowing the needs and wants of the target markets and delivering the desired satisfactions better than competitors do 1-22 Designing a Customer-Driven Marketing Strategy Selling Versus Marketing Designing a Customer-Driven Marketing Strategy Marketing Management Orientations Societal marketing concept is the idea that a company should make good marketing decisions by considering consumers’ wants, the company’s requirements, consumers’ long-term interests, and society’s long-run interests 1-23 Societal Marketing Concept Society (human welfare) Consumers (want satisfaction) Company (profits) Preparing an Integrated Marketing Plan and Program Marketing Mix The marketing mix is the set of tools (four Ps) the firm uses to implement its marketing strategy †¢ Product †¢ Price †¢ Promotion †¢ Place 1-24 Preparing an Integrated Marketing Plan and Program Integrated Marketing Program Integrated marketing program is a comprehensive plan that communicates and delivers the intended value to chosen customers 1-25 Building Customer Relationships Customer Relationship Management (CRM) Customer relationship management is the overall process of building and maintaining profitable customer relationships by delivering superior value and satisfaction 1-26 Building Customer Relationships Customer Relationship Management (CRM) Customer perceived value is the difference between total customer value and total customer cost Customer satisfaction is the extent to which a product’s perceived performance matches a buyer’s expectations 1-27 Building Customer Relationships Customer Relationship Management (CRM) Customer Relationship Levels and Tools †¢ †¢ †¢ †¢ Basic relationship Full relationships Frequency marketing programs Club marketing programs 1-28 Building Customer Relationships The Changing Nature of Customer Relationships Relating with more carefully selected customers uses selective relationship management to target fewer, more profitable customers Relating for the long term uses customer relationship management to retain current customers and build profitable, long-term relationships Relating directly uses direct marketing tools (telephone, mail order, kiosks, Internet) to make direct connections with customers 1-29 Building Customer Relationships Partner Relationship Management Partner relationship management refers to working closely with partners in other company departments and outside the company to jointly bring greater value to customers 1-30 Building Customer Relationships Partner Relationship Management Partners inside the company is every function area interacting with customers †¢ Electronically †¢ Cross-functional teams Partners outside the company is how marketers connect with their suppliers, channel partners, and competitors by developing partnerships 1-31 Building Customer Relationships Partner Relationship Management Supply chain is a channel that stretches from raw materials to components to final products to final buyers †¢ Supply management †¢ Strategic partners †¢ Strategic alliances 1-32 Capturing Value from Customers Creating Customer Loyalty and Retention Customer lifetime value is the value of the entire stream of purchases that the customer would make over a lifetime of patronage 1-33 Capturing Value from Customers Growing Share of Customer Share of customer is the portion of the customer’s purchasing that a company gets in its product categories 1-34 Capturing Value from Customers Building Customer Equity Customer equity is the total combined customer lifetime values of all of the company’s customers 1-35 Capturing Value from Customers Building Customer Equity Building the right relationships with the right customers involves treating customers as assets that need to be managed and maximized †¢ Different types of customers require different relationship management strategies †¢ Build the right relationship with the right customers 1-36 The New Marketing Landscape Major Developments †¢ †¢ †¢ †¢ Digital age Globalization Ethics and social responsibility Not-for-profit marketing 1-37 The New Marketing Landscape The New Digital Age †¢ †¢ †¢ Recent technology has had a major impact on the ways marketers connect with and bring value to their customers Market research Learning about and tracking customers †¢ †¢ †¢ †¢ †¢ Create new customized products Distribution Communication Video conferencing Online data services 1-38 The New Marketing Landscape The New Digital Age Internet—creates marketplaces and marketspaces †¢ Information †¢ Entertainment †¢ Communication 1-39 The New Marketing Landscape Rapid Globalization †¢ †¢ The world is smaller Think globally, act locally 1-40 The New Marketing Landscape The Call for More Ethics and Social Responsibility Marketers are being called upon to take greater responsibility for the social and environmental impact of their actions in a global economy 1-41 The New Marketing Landscape The Call for More Ethics and Social Responsibility Social marketing campaigns encourage energy conservation and concern for the environment or discourage smoking, excessive drinking, and drug use 1-42 The New Marketing Landscape The Growth for Not-for-Profit Marketing †¢ †¢ †¢ †¢ †¢ †¢ Colleges Hospitals Museums Zoos Orchestras Religious groups 1-43

Comparing Karl Marx And The Mill Mill On Their...

This essay compares and contrasts Karl Marx and J.S. Mill on their understandings of freedom and their analyses of the impediments to its realization. Both Marx and Mill agree that human beings are capable of making progress and that the concept of freedom is an end in itself. Thus, they saw freedom as a means to realise individual potential and self-determination. However, both differ on the concept of freedom realisation and the impediments to freedom. Mill argues that the impediment to freedom is the masculine society while Marx argues that the impediment to freedom is the bourgeoisie. Furthermore, the essay discusses the intervention by state/society into freedom. Mill assert that the society can interfere into someone’s freedom when there is harm done to others. For Mill freedom should be exercised as long as there is no harm done to others while Marx supports the freedom to overthrow the bourgeoisie . On the other hand, Marx views hold that the go vernment/ society should intervene in individual freedom to avoid individuality that leads to private property and hence creating classes. Both Marx and Mill see freedom as an end in itself. According to Marx’s definition of freedom, was viewed as an end in itself. â€Å"Only in community has each individual the means of cultivating his gifts in all directions; only in the community, therefore, is personal freedom possible. In the previous substitutes for the community, in the State, etc. personalShow MoreRelatedEssay about Capitalism in Marx and Weber3426 Words   |  14 PagesThe Concept Of Capitalism In Marx And Weber; What Is The Contemporary Relevance Of Their Ideas? Introduction: At the later nineteenth century many social and economical ideas were developed because of the past revolutions and the present conflict of individuals and organised assemblies. 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