1	"Dr" Dr. Alan Hamlin BU 316 Phone: 435-5865417 Email: hamlin@suu.edu
2	WEEK 1. 1) Introduction Syllabus Q&A
3	WEEK 1. 2) FUNDAMENTAL CONCEPTS OF MANAGEMENT Historical Perspective- Machiavelli, Weber, Taylor, Mayo Functions of Management- Planning, Organizing, Directing, Controlling Human Relations- Psychology, Sociology, Anthropology Formal, Informal Organizations Closed vs. Open Systems
4	WEEK 2. HISTORICAL PATTERNS OF LEADERSHIP Issue: Contemporary Styles of Corporate Management
5	WEEK 2. KEY TERMS AND CONCEPTS: Power and influence approach Machiavellianism Waves of change/Alvin Toffler Richard Leakey Freud/Adler/Jung Unionism Situational Leadership
6	WEEK 2. Historical Patterns Of Leadership: Pre-600 BC: Power/influence approach Physical Size Influence of supernatural: uncontrollable elements Large, Powerful Mostly Male Gods 1^st Wave: Hunter-Gatherer to Agricultural Based Lives Advent of Kingdoms
7	WEEK 2. Historical Patterns Of Leadership: 600 BC to Christ: Greece: Birth of science, arts, etc. Control of environment Great minds: Socrates, Plato, Aristotle, Pythagorus, Ptolemy, Euclid, Homer Great religious leaders born: Buddha, Zoroaster, Confusius, Lao-Tsu, Jeremiah Leaders emphasize intellectual, humanitarian attributes rather than physical size
8	WEEK 2. Historical Patterns of Leadership: 0 BC to 1800 AD: Nicollo Machiavelli Rise of Science- Newton, Bacon, Copernicus Control over elements God becomes personal, Monotheism Common man revolts, birth of republicanism Magna Carta, American and French revolutions 2^nd Wave
9	WEEK 2. Historical Patterns of Leadership: 1800 AD to 1930 AD: Explosion of human rights movements Focus on individual wants and needs Birth of psychology and social sciences-Freud et.al. Expansion of modern capitalism- Carnegie, Ford Humanitarian scientists- Edison, Einstein, Schweitzer “Common Man” politicians- Lincoln, Gandhi, FDR
10	WEEK 2. Historical Patterns Of Leadership: 1930-Present: Development of Behavior Theories- Pavlov, Skinner, Maslow, McGregor, Ouchi Human Rights Movement- unions, 1960s Government regulation of business 3^rd Wave- rise of situational leadership
11	WEEK 3. INDIVIDUAL DIFFERENCES/ PERSONALITY AND PERCEPTION Issue: Human Resource Issues
12	WEEK 3. INDIVIDUAL DIFFERENCES KEY TERMS AND CONCEPTS: Freudian ideology (Id, Ego, Superego) Defense Mechanisms Maslow’s Hierarchy/Drive Reduction Theories Maintenance Factors Dealing With Frustration Reactions to Stress Gender Issues/ Lifestyle (i.e. gay) Issues
13	WEEK 3. Freudian Terms: ID Ego Superego Jung- Dream theory
14	WEEK 3. Defense Mechanisms: Aggression Avoidance (withdrawl) Rationalization Compensation (over-compensation) Negativism Resignation Repression Fixation/Obsessive Thinking Displacement Flight Conversion
15	WEEK 3. PERSONALITY & PERCEPTION: KEY TERMS AND CONCEPTS: Influences on personality development Locus of control Introversion/extroversion Personality theories Perception and communication Verbal/Non-verbal communication Stereotyping
16	WEEK 3. Influences on personality: Heredity Culture Family Group membership & roles (peers) Life experiences
17	WEEK 3. Locus of control Introversion/extroversion Trait theory- born or learned?
18	WEEK 3. Perception: Elements in Perceptual Process: Environmental Stimuli Observation (sense stimulation)- taste, smell, sight etc. Perceptual selection- size, intensity, familiarity, learning Perceptual organization- grouping, linking Interpretation- stereotyping, projection, halo effect, expectancy Response- covert (attitudes, feelings), overt (behavior)
19	WEEK 3. Effects on perception: Heredity Environmental background (positive or negative) Peer pressures Projection Snap judgements Stereotypes Halo Effect Pre-set mental condition Locus of control
20	WEEK 4. MOTIVATION AND LEARNING THEORIES Issue: Unions
21	WEEK 4. MOTIVATION: KEY TERMS AND CONCEPTS: Expectancy Theory Performance= function of (ability x motivation) Drive Reduction Theory Maslow’s Hierarchy Frederick Herzberg Douglas McGregor Hygiene and Motivation Factors Dissatisfaction
22	WEEK 4. Motivation essentials: Communication basics: Encode message properly, reduce noise Communicate face-to-face when possible Use empathetic dialogue Limit credibility gaps Make sure timing is right Avoid unnecessary wordiness
23	WEEK 4. LEARNING THEORIES: KEY TERMS AND CONCEPTS: Pavlov’s Classical Conditioning “Stimulus-Response” theory Skinner’s Reinforcement concepts Positive reinforcement/punishment Ausubel’s “Meaningful Reception” theory
24	WEEK 4. Learning Theories: Ivan Pavlov’s “Classical Conditioning” Stimulus-Response: Unconditioned stimulus (meat) Unconditioned response (salivation) Conditioned stimulus (bell substituted for meat) Conditioned response (salivation)
25	WEEK 4. B.F. Skinner- “Operant Conditioning” using reinforcement Positive reinforcement: reward for good behavior Negative reinforcement: negative event removed as reward Punishment: penalty to stop bad behavior
26	WEEK 4.
27	WEEK 4. Learning Fundamentals: Behaviors that are rewarded are more likely to recur. To be effective, rewards must happen immediately after desired behavior Threat and punishment have uncertain effects on learning Learners progress only as far as needed in order to achieve their purposes Most effort occurs when learner perceives a “range of challenge” Learners focus more on projects they themselves select Pupils think most when they encounter an obstacle, puzzle or difficulty. People remember new data that confirms their previous attitudes
28	WEEK 4. ISSUE: Unions Trends in participation Cross-country comparisons Tools used to pressure business Problems ahead
29	WEEK 5. MANAGEMENT ISSUES TODAY: Issue: Corporate Relocation and Expansion Dynamics
30	WEEK 5. Essential Concepts of Management: Authority and Responsibility Division of Labor Span of Control, Unity of Command Functions of Management (Planning, Organizing, Directing, Controlling) Theory X and Theory Y Management by Objectives (MBO) Situational Leadership
31	WEEK 5. Issues Today: Globalization Technology Access to capital Changing Worker Demographics Regional Trade Agreements Others What does future hold? 5 years? 10 years?
32	WEEK 5. ISSUE: Corporate Relocation and Expansion Washington County Plan Business Executive Perceptions vs. Site Locators (handout) Strategies of corporations to fund expansion (handout)
33	WEEK 5. Washington County Plan: 1) Retain and Expand Business 2) Business Attraction 3) Develop Industrial and Business Sites 4) Transportation and Essential Services 5) Public, Technical and Advanced Education 6) Communicate and Promote the Strategic Plan 7) Increase Economic Development Capability
34	WEEK 5. 2004 Top 10 Site Selection Criteria: Business Executives: Site Locators: 1) Labor costs 1) Labor costs 2) Highway accessibility 2) Skilled labor force 3) Skilled labor force 3) Highway accessibility 4) State/local incentives 4) Prox. to major mkts. 5) Energy avail/costs. 5) Avail. of land 6) Corporate tax rates 6) State/local incentives 7) Construction costs 7) Telecom. availability 8) Tax exemptions 8) Tax exemptions 9) Telecom. Availability 9) Construction costs 10) Environmental regs. 10) High speed Internet
35	WEEK 5. 2004 Top Quality of Life Factors in Site Selection: Business Executives: Site Selectors: 12) Low crime rate 17) Low crime rate 15) Health facilities 18) Colleges in area 16) Pub. school ratings 19) Pub. school rtgs. 20) Climate 24) Climate 21) Cultural opps. 23) Cultural opps.
36	WEEK 6. Intra- and Inter- Group Dynamics: ISSUE: Stockholder Assertiveness
37	WEEK 6.
38	WEEK 6. Types of Groups: Formal: gives order & cohesion to organization allows for div. of labor/specialization created to accomplish specific org. goals rigid norms and sanctions Informal: spontaneous, emotional and flexible created to meet needs not met by formal org. exist ONLY to satisfy needs of members, and are ends in themselves much peer group pressure
39	WEEK 6. Informal Groups: What gives them cohesion? A) Members’ feeling of belonging B) Members feeling of increased power C) Shared goals D) Predominance of certain needs and wants
40	WEEK 6. Types of Groups: Membership Groups: Does not always change behavior Members belong, but groups is only minor influence on behavior Examples: Universities, churches Reference Groups: Groups which DO influence attitudes of members and those who are not members who admire the group Examples: Universities, churches A GROUP MAY BE A MEMBERSHIP GROUP TO JOHN, BUT A REFERENCE GROUP TO PAUL. THE CHOICE IS HIGHLY PERSONAL.
41	WEEK 6. Group norms: rules of accepted behavior established by the group. - provide standards of attitude and behavior. - conformity- modification of behavior in direction of group norm due to group pressure. Examples: clothing, speaking terms, hairstyles. - cohesiveness- power of a group to think and act as a single unit in pursuit of a common goal. THE GREATER THE COHESIVENESS OF A GROUP, THE GREATER ITS POWER TO ACHIEVE ITS GOAL.
42	WEEK 6. Group Status: Based on: A) Physical, mental & social abilities B) Expertise at performing tasks C) Importance of the task being performed How does status affect group member’s behavior? A) Behavior is directed toward preserving and improving one’s status B) Any change perceived as disruptive to one’s status is considered threatening, as is generally opposed
43	WEEK 6. Groupthink: Symptoms: 1) Invulnerability 2) Rationalization 3) Morality 4) Stereotyping 5) Peer pressure 6) Self-censorship 7) Unanimity
44	WEEK 6. Groupthink effects on decision-making: 1) Few alternatives 2) Little reexamination of preferred alternatives 3) Little reexamination of rejected alternatives 4) Rejection of expert opinions 5) Selective bias of new information 6) No contingency plans RESULT: Lower performance, poor decision quality
45	WEEK 6. Intra Group Roles: Definition: A group role is a behavior pattern that others expect of a person when he/she interacts with them. Problem: when expectations of others change, or when a person’s perception of his/her role changes when others do not, then these can result: Role Ambiguity- uncertainty about expected behavior Role Conflict- when expectations conflict with each other
46	WEEK 6. Stages of Group Development: Forming- group begins, initial roles established Storming- intense debate about goals, rapid growth Norming- pressure to conform, some goals reached Performing- possible failure, internal pressures Adjourning- intense internal/external pressure, some groups fail
47	WEEK 6. Dynamics Between Groups: Most important leadership question: how to deal with inter-group conflict. Could be caused by goal conflict, historical/tradition conflict, or the emergence of new trends. Most important problem: leaders who emerge to the top of their respective groups do so BECAUSE THEY HAVE THE MOST STATUS, and this is because they are usually the most passionate and zealous group members. ANY CONCESSION BY A LEADER IS PERCEIVED AS WEAKNESS BY HIS/HER CONSTITUENTS
48	WEEK 6. How to resolve inter-group conflict? 1) Force 2) Mediation 3) Arbitration 4) Integration (concession/compromise) 5) Super-ordinate goal (over-riding issue keeps parties at the bargaining table)
49	WEEK 6. Laws affecting groups in business: Civil Rights Act 1866-no discrimination in private or public employment Civil Rights Act 1966- race, color, sex, religion etc. Ex. Order 11246- Affirmative Action Equal Pay Act 1963- equal pay for similar work Age Discrimination Act 1967 Rehab Act 1973- affirmatively hire handicapped ADA, FMLA, others
50	WEEK 6. ISSUE: Stockholder Assertiveness
51	WEEK 7. POWER AND AUTHORITY Power: the ability to exert influence over others Authority: the power given by others to accomplish a task Types of Power: 1) Coercive Power 2) Reward Power 3) Legitimate Power 4) Expert Power 5) Charismatic Power 6) Referent Power
52	WEEK 7. Politics: the art of negotiation and compromise Political power devolves from: 1) A high need for power 2) A Machiavellian interpersonal style 3) An internal locus of control 4) A preference for risk-taking Source: West Publishing Company, 1996
53	WEEK 7. Political Power is used in business: Strategy Relative Amount of Use Mgrs to Mgrs to Superiors Subordinates Reason 1 1 Coalition 2 4 Friendliness 3 3 Bargaining 4 5 Assertiveness 5 2 Higher Authority 6 6 Sanctions - 7
54	WEEK 7. Power Models: Power/influence: French/Raven Getzel/Guba Trait/Skill: Katz Maslow, Herzburg Behavior: Drucker McGregor Ouchi, Likert Situational: Fiedler Hershey/Blanchard Blake/Mouton
55	WEEK 7. ETHICS: The set of attitudes and values that determines just and unjust, right and wrong, moral and immoral for a society Factors that influence ethics: 1) Situational Factors- prevailing legal and societal views 2) Life’s experiences 3) Family background 4) Values and morals- religion and culture 5) Peers
56	WEEK 7. Ethics in organizations: Corporate culture Policies and Rules Role of the leader Other?
57	WEEK 7. Prejudice- an internal phenomenon relating to an attitude of pre-judging without an adequate basis. - a learned response, not inborn - can be for or against a certain group based on economic, racial, religious or other factors. Discrimination- an external phenomenon resulting from prejudice which makes a distinction in favor or against one person or group as compared with others.
58	WEEK 7. ETHICAL DILEMMAS TODAY Discuss
59	WEEK 8. INTERNATIONAL ISSUES, MNCs Trends in international business- discuss NAFTA, GATT, EU and regional trading blocks Currency issues Cultural issues- soverignty, uncertainty avoidance, collectivism, expatriates vs. locals Risks in international business MNC organizational design- by product, region, matrix
60	WEEK 8. ISSUE: International Trade
61	WEEK 9. LEADERSHIP PROBLEMS, PROBLEM-SOLVING STYLES, and CONFLICT RESOLUTION Problems: Lack of motivation Peter Principle- highest level of incompetence Parkinson’s Law- work expands to fill time avail. How we lead: Theory X vs. Y Autocratic, democratic, laissez-faire Management by Objectives
62	WEEK 9. Jung’s Problem Solving Styles Exercise
63	WEEK 9. Conflict Processes: Definition: any situation in which there are incompatible goals, cognitions or emotions within or between individuals or groups that leads to opposition or antagonistic interaction. Goal conflict- incompatible desired end states Cognitive conflict- inconsistent ideas or thoughts Affective conflict- incompatible feelings or emotions
64	WEEK 9. Intra-personal conflict: increase in intensity as the number of alternatives increases; the alternatives tend toward equality; and as the issues increase in importance. Inter-personal conflict: between two or more individuals.
65	WEEK 9. Model of Interpersonal Conflict Handling Styles:
66	WEEK 9. Interpersonal Conflict Handling Styles: Avoidance style- unassertive and uncooperative Forcing style- assertive and uncooperative Accomodative style- uncooperative and unassertive concerning one’s own desired outcomes Collaborative style- cooperative and assertive Compromise style- intermediate in both areas Effective leaders handle conflict with collaboration and compromise
67	WEEK 9. ISSUE: Technology, and the Rapidity Of Change
68	WEEK 10. WORK DESIGN AND PERFORMANCE APPRAISAL Work Design: Specialization and division of labor Scientific Management Open vs. closed systems Job descriptions Job Enlargement Job Enrichment Group Issues Flextime Job Sharing Fun
69	WEEK 10. Performance Appraisal: Dixie State College Approach
70	WEEK 10. Laws affecting evaluations (1-14 employees): Civil Rights Act Consumer Credit Protection Act Employee Polygraph Protection Act ERISA Equal Pay Act Fair Credit Reporting Act Fair Labor Standards Act FICA/Social Security Health Insurance Portability and Acct. Act Labor-Management Relations Act National Labor Relations Act Uniform Guidelines of Employee Selections Procedures
71	WEEK 10. Laws affecting evaluations (11-14, add) -Occupational Safety and Health Act Laws affecting evaluations (15-19, add) -Civil Rights Act Title 7, Civil Rights Act 1991 -ADA Laws affecting evaluations (20-49, add) -Age Discrimination Act -COBRA Laws affecting evaluations (50+, add) -Family and Medical Leave Act -EEOC Report filed annual
72	WEEK 10. ISSUE: Productivity Issues
73	WEEK 11. ORGANIZATIONAL DESIGN AND STRUCTURE 1) Max Weber, centralized hierarchy 2) Division of labor, span of control, unity of command, Scaler principle, A/R 3) Line and staff organizations (by product, geographic area, class of customer) 4) Criticisms- Marx (worker alienation) - Thoreau, Emerson (money paramount, too much power) - Sinclair (The Jungle-safety), Carson (Silent Spring-pollution) - Nader (Unsafe at Any Speed-corruption, quality) 4) Modern adaptations since 1987- decentralization downsizing re-engineering knowledge management
74	WEEK 11. New Designs: Downsized hierarchies Matrix organizations- pros and cons Collegial organizations, ad hoc, team approaches M&A, Joint Ventures, Strategic Alliances Forced by: -Changing environment (simple to complex, stable to dynamic, local to global) -Changing technology (more work flow uncertainty, task uncertainty, interdependence) -Changing strategic choices (products and services offered, geographic areas served, etc.)
75	WEEK 11. ISSUE: Downsizing, Re-engineering, Joint Ventures and M&A Strategies
76	WEEK 12. ORGANIZATIONAL CULTURE Definition: Attitudes, values, beliefs, norms and customs of an organization. Factors: Individualism/Collectivism Power distance Uncertainty avoidance Masculinity/Femininity
77	WEEK 12. ABOUT CORPORATE VALUES: Values are taken for granted, not written down An organization’s values need to become the employee’s own values- need to match Often firms train employees about values Importance of mission statements, core values
78	WEEK 12. Theory Z- William Ouchi Commitment to employees Slow to evaluate and promote Non-specialized employee careers Collective decision making Collective responsibility Lifelong employment
79	WEEK 12. Deal and Kennedy Model: Organizational culture is a result of: Heroes Values The “cultural network” Rites and rituals
80	WEEK 12. Peters and Waterman Framework: Bias for Action Closeness to customer Encouragement of autonomy/entrepreneurship Encouragement of productivity through people Hands-on management Stick to the knitting Simple form, lean staff Organization should be both loose and tight
81	WEEK 12. ISSUE: Orient, Occident and Accident (or, cultural attitudinal differences)
82	WEEK 13. ARIP MODEL, DEALING WITH CHANGE, AND DIFFERENT STROKES
83	WEEK 13. ARIP Model: Aristotilean Realist Idealist Pragmatist Self Motivated Laws/Rules God-related People-oriented Formal dresser Formal dressers Formal dressers Casual dressers Confidant Accountability I w/n mislead you Humanist/welfare Strong ego Order/orgnztn. High trust level “Love” oriented Autocratic Autocratic Democratic Laissez-faire Slow to delegate Slow to delegate Delegates Delegates Likes order Loves order Order is good Order unimportant Demands territory Little flexibility- Uses laws/rules to Rules are relative “by the book” help people Visionary person Follower person Small group person “Humanity” person
84	WEEK 13. Hard and Soft categories Distance on model creates conflicting perceptions Many people exhibit parts of multiple categories Perceptual differences- Johari window CEOs and Managers lean Aristotilean Mid-level managers lean Realist or Idealist Pragmatists work best in people-oriented jobs like sales & education, or creative jobs like software and high-tech.
85	WEEK 13. Different Strokes: Contributions of Various Groups to America Today Greeks Romans Hebrews Christians Anglo-Saxons Africans Hispanics Asians Native Americans
86	WEEK 13. Dealing With Change: Lewin’s Process of Organizational Change: Old State-Unfreeze-Change-Refreeze-New State
87	WEEK 13. Forces for Change: Forces resisting Change Individual Factors: Knowledge explosion Selective attention and retention Changing technology Habit Communication improvements Dependence Rapid product obsolescence Fear Changing nature of the work force Economic factors Quality of work life Security Organizational Factors: Threats to power and influence Organizational structure Resource limitations Fixed investments Inter-organizational agreements
88	WEEK 14. LEADERSHIP IN THE FUTURE Naisbitt’s 10 Megatrends: Industrial to Information Society Forced Technology to High Tech, High Touch National to World Economy Short-Term to Long-Term Centralization to Decentralization Institutional to Self-Help Representative to Participatory Democracy Hierarchies to Networking North to South/West Either/Or to Multiple Option
89	WEEK 14. US News Model: Characteristics of Successful 21^st Century Executive Global Strategist Master of Technology Politician par Excellence Leader/Motivator
90	WEEK 14. Fortune Magazine Model: 7 Keys To Business Leadership Trusting Subordinates Developing Vision Keeping Your Cool Encouraging Risk Being an Expert Inviting Dissent Simplify
91	WEEK 14. Leadership Magazine Model: Challenge the Process Inspire a SHARED Vision Enable Others to Act Model the Way Encourage the Heart
92	WEEK 14. Fortune 500 Survey: WHAT CEOs SEE AS IMPORTANT Interpersonal: the most difficult tasks 1) Managing others 2) Firing 3) Communicating 4) People relations 5) Delegating 6) Handling conflict 7) Hiring 8) Patience 9) Control 10) Organizing
93	WEEK 14. Fortune 500 Survey: WHAT CEOs SEE AS IMPORTANT Personal: the most difficult tasks: 1) Planning 2) Time management 3) Being a corporate animal 4) Financial management 5) Decision making 6) Perspective 7) Home/work conflict 8) Administration 9) Staying flexible 10) Self-discipline
94	WEEK 14. Fortune 500 Survey: WHAT CEOs SEE AS IMPORTANT Activities that take up the most CEO time: 1) Planning 2) Meetings 3) Reading 4) Paperwork 5) Controlling 6) Staff interruptions 7) Telephone 8) Communicating 9) Thinking 10) Problem solving
95	WEEK 14. Fortune 500 Survey: WHAT CEOs SEE AS IMPORTANT Activities CEOs See as Most Important: 1) Strategic Planning 2) Decision making 3) Self-discipline 4) Analytical abilities 5) Hard work 6) Flexibility 7) Financial management 8) Time management 9) Knowing the business 10) Clear thinking
96	WEEK 14. Fortune 500 Survey: WHAT CEOs SEE AS IMPORTANT Key factors in their own career development: 1) A need to achieve results 2) An ability to work easily with variety of people 3) Challenge 4) Willingness to take a risk 5) Early overall responsibility for important tasks 6) A breadth of experience before age 35 7) A desire to seek new opportunities 8) Ability to develop more ideas than peers 9) Ability to change managerial style to suit occasion 10) Determination to get to top ahead of others
97	WEEK 14. ISSUE: Government Regulation, Deregulation (domestic and global trends)
98	WEEK 14 ENVIRONMENTAL SCANNING: WHAT IT IS: Environmental Scanning is the acquisition and use of information about events, trends and relationships in an organization’s external environment, the knowledge of which would assist management in planning the company’s future course of action. (Choo and Auster, 1993) WHY IMPORTANT: Rapid changes both within and without their industries represent threats, and require business leaders to be familiar with them in order to rank them in order of 1) importance, and 2) likelihood that they will influence their particular business for bad or good.
99	DOES SCANNING IMPROVE PERFORMANCE? Scanning firms significantly outperformed non-scanning firms (50 US firms, P/E ratios, 1975-1980) Small firms’ boundary spanning activities were strongly related to financial performance (82 firms) Strategy and environmental scanning had a substantial influence on ROA and ROE (65 firms, US food svc industry, 1982-1986) CEOs of highly performing firms scanned more frequently, intensely and broadly (50 firms)
100	DOES SCANNING IMPROVE PERFORMANCE? Advanced scanning systems are related to performance (Fortune 500 firms, growth and profitability) Hospitals with more sophisticated scanning functions perform significantly better (600 hospitals, occupancy rates, per bed costs)
101	THE SCANNING PROCESS: INTERNAL SCANNING + EXTERNAL SCANNING + ANALYSIS= Identifying strategic issues, opportunities and threats
102	OBJECTIVES OF SCANNING: 1) detecting important economic, social, cultural, environmental, health, technological, and political trends, situations, and events 2) identifying the potential opportunities and threats for the institution implied by these trends, situations, and events 3) gaining an accurate understanding of your organization's strengths and limitations 4) providing a basis for analysis of future program investments
103	HOW SCANNING IS DONE: 1) Explore both sides of every issue to gain complete picture of issue. 2) Think micro (immediate environment) AND macro (broader community) 3) Use “multiple lenses” to look at the same information or situation. This includes economic, social and cultural angles, along with short and long-term perspectives. 4) Triangulate information: ways to confirm or contradict an observation; additional sources that could be helpful; identify important information gaps.
104	HOW SCANNING IS DONE: 5) Look for evidence on how your company is perceived re: credibility, roles, values, etc. 6) Identify what you DON’T know as well as what you do
105	SCANNING METHODS: 1) accessing networks – agencies and organizations, personal contacts (yours and others) 2) collecting reports, plans, program descriptions, etc. 3) field trips, “windshield surveys” and other forms of observation 4) media monitoring 5) public meetings; community forums 6) focus groups 7) key “informant” surveys (suppliers, distributors) 8) public opinion polls
106	SCANNING METHODS 9) case studies 10) oral histories 11) futuring exercises 12) visualization processes – flow charts, trend diagrams, time lines, etc.
107	COMMON HAZARDS: 1) failure to incorporate diverse sources of information and diverse viewpoints 2) failure to consider both external and internal perspectives 3) failure to triangulate by using multiple methods 4) failure to triangulate by viewing data through different “lenses” (e.g., social, economic, ethical, etc.) 5) failure to consider micro environment/macro environment interactions
108	COMMON HAZARDS 6) taking a deficit approach by exploring only needs and constraints without seeing opportunities and assets 7) being too superficial/global or too narrowly focused 8) not involving those who can act on the information 9) promoting unrealistic expectations 10) lack of decision criteria
109	WEEK 15. Catch Up Final Exam