SPEAKER 0

Back. Welcome back to week 6. Now, I might sound excited. Well, I suppose I always
do sound excited, but there's an extra reason for my excitement this week, because
basically, we're done. And you probably immediately just were shocked. Had to check
the year and the time and, you know, make sure it's not suddenly week 12 or week
13. Probably thinking, oh no, Johnny, Johnny has officially lost the plot. What
does he mean we're done? We're barely even halfway through the session. My friends,
we are almost, to an extent, done with the first part of the subject, where we are
looking at, The four basic processes that go into making effective supply chain
management, or as the textbook called it, um, effective cultural and technical
excellence. This is our last of the four ideas. Um, you know, we started off with
strategy, then design, execution, and now we're people. So from here on in for the
next part of the session, we get to delve into some cool themes in a bit more
detail. Um, and look at a few more specialist issues, um, around supply chains,
etc. So this week really kind of gives us the, I suppose, final piece in the puzzle
for our introductory skills of being able to analyze supply chains. So by the end
of this lecture content, you should be able to be comfortable going, OK, I can look
at any organization, any business, and look at it through the lens of, It's
strategy, look at it through the lens of its design, how supply chain processes are
executed, and through the role of people within its supply chains. So, that's, you
know, it's not saying that you're going to be an absolute expert on every single
elements supply chains, but it's going to give you a really good starting point to
be able to better understand the importance and the proliferation or, you know,
mass existence of supply chains in basically every single facet of our lives. So
what we're really talking today is about people, us. I was about to say us, you,
me, but that's implied within us. We're looking at people, so people within
organizations. Now it's important just to clarify cause this will come into a bit
of a theme next week that we're not talking about like um people outside of the
organization, like the communities that organizations exist with, and we're not
necessarily going to be talking about people processes further down the supply
chain. So the focus of this is really, The people within a single organization and
how that influences the supply chain performance of that organization. So as you're
gonna see a number of times within these videos, I'm going to be kind of having a
bit of a stop moment to go, this is relevant to Ox1 57, this might sound a little
bit, More on the, you know, management 110 side, because it's talking a lot about
managing people in organizations. But the way that I'm centralizing a lot of this
is to demonstrate why it's important for supply chains. So, things to do with, um,
people involved in supply chains further down, like further upstream of supply
chain, closer to the raw material end. A lot of those things we talk about next
week, um, when we dive into sustainability in a bit more detail. So this week we're
gonna talk about the role of people. Um, and within this video, we're just gonna
have a bit of an introduction around these. So we've talked about, Um, a lot of the
kind of underlying themes that drive supply chains in the previous few weeks, you
know, fraining from strategy through to execution. The underlying premise that
really does exist within all of these is that people are actually at the forefront
of all of this. So you can have the most effectively designed strategy that
influences how things are done on a day to day basis, but if you don't have people
to do it, It doesn't get done, and I will talk a little bit briefly about
automation in a second, but at the end of the day, supply chains can only really be
as good as the processes that support people to enact parts of that supply chains.
So essentially, to get this idea of supply chain management or technical and
cultural excellence, You you need good people. Well we need good processes to
support good people, and that leads to good processes. So processors, as we said
last week, it's just like the steps of doing a task. So for us, let's take an
example, right, if you have, let's say, a shop that you're selling. shoes. A shoe
shop, you have these processes for selling shoes, you know, you have ways that you
order, ways that you engage with customers, the steps that customers go through to
purchase a pair of shoes. But you need people to do that, right? In addition to
needing people to do that, you need people to be supported by processors. So you
need mechanisms to ensure that people are actually able to do the selling of the
shoes. So, what we're gonna be talking about primarily within a lot of this week is
around some of the processes that exist to support people and help achieve this
good like people excellence or people management. So, you're probably probably
noticing I'm using those kind of phrases in, You know, interconnectedly about
technical and cultural excellence and that being supply chain management, kind of
is. Um, don't worry too much about the semantics of it, if you're a little bit
confused, happy for you to reach out to me, um, yeah, it's just one of those
phrases I'm just using interchangeably. Um, there's, you know, supply chain
management implies that it's been done well. Alright, so there's 4 key ideas that
we're gonna be talking about. Um, I do want to clarify that we are blending numbers
3 and number 4 together into one video because I'm gonna get you to do an activity.
It's actually gonna take a little bit of time, um, for you to do, and it's relevant
to the quiz for this week. So we'll just be the 4 videos, um, then blending in that
activity I'm gonna get you to do. So we're gonna talk firstly about leadership, um,
and essentially what makes or doesn't make a good leader. Now you'll notice this is
where it really does depart from what you might do, um, in some other subjects, is
we're not going to be talking about leadership theories and all of that stuff
because simply we don't have the time. Um, we're just gonna be talking about some
of the basic aspects of leadership. Um, I will just make a brief comment on the
textbook when we get to that video, um, about the parts I'm not looking at. Then
we're gonna talk about managerial systems, which is essentially the support systems
in order to help manage, um, don't worry, I'll define all that when we get there.
Then we're gonna spend a bit of time talking about culture and knowledge building.
So, one thing you're probably going to notice throughout this week is that there's
going to be a little bit more time talking about definitions, or in some cases, the
lack thereof. Um, it is quite important for us to understand this. Um, I don't want
to preempt it too much, um, but essentially what we're gonna be expanding on across
these four systems, or 4 ideas is looking at essentially different pathways or
different tools that you can use to understand. Supply chain leadership, for
example, you can look at it across 4 things, the ability of leaders to set
directions, to leverage resources, their suitability and their performance. We're
gonna look at managerial systems based on the costs of labor and the organizational
processes that exist. We're gonna talk about culture, particularly in the, I
suppose, The main focus we're gonna be looking at in culture is this idea of
values, and you're probably thinking, OK, well, I think I know what values are.
Guess what, you get to actually do it. Um, so that's one that's gonna be kind of a
video, but then it's gonna be making you go do an activity. Then within the second
part of that video, we're gonna be talking about knowledge sharing as well. So, one
thing I do just want to clarify, I was I'm knowing, um, about if I have to do
something on defining what people are, but I would hope that all of you are not at
a stage of existential dread at this time of year that you kind of understand what
I mean when I say people. But it's a really important point for me to clarify the
role of people in organizations and this idea of Labor. Um, now, I don't mean Labor
in terms of political parties called Labor, they're called Labor because, It's
based on the definition, which is essentially the things that an individual
provides to an organization to achieve a specific task. So ultimately people
provide inputs to an organization. That input is often your labor. So for me, I
work at a university, obviously, um, my labor being, you know, my time, my energy,
all of that stuff, that's what I provide in return. For some benefit, um, you know,
payment conditions. So if you work in a cafe, you provide your labor, you provide
your body, essentially, can be physical tasks, like, you know, if you're, well,
let's say cafe cafe, maybe you're working in the kitchen. Maybe you're actually,
um, chopping things, maybe you're cooking meals, etc. it's encompassing both your
physical body but also your mental skills as well. That's your labor, you provide
that. To an organization so they can achieve their goals. If you don't have chefs
in a cafe, you can't cook food, so, You provide the labor and in return you receive
some benefit. Um, so without that labor, then that input for an organization is
kind of lost. So the vast majority of processes can't actually be done. Yes,
there's the ability for some things to be automated, but not absolutely everything.
Let's take a supermarket. Many supermarkets now have the ability to do self
checkouts. It's a bit of a blend, um, but essentially, yes, they've taken away
that. Need to have people providing that particular input, but not every single
part is like that, they still need staff there to monitor them, but they still need
staff, you know, to stack shelves. So, many, many, particularly smaller
organizations rely on labor to achieve their tasks. If you're building any
construction work, there's gonna be people providing that, they're providing that
labor. So without reciprocation then, so if you don't receive something in return
for that, you know, for example, payment, this is generally what we refer to as
slavery. So slavery or, you know, maybe to not use that word, you know, extreme
forms of labor exploitation, that's when you are providing more than you are
receiving from an organization. Now, one thing that's kind of important to clarify,
because I do try to give us a bit of a breadth of different types of organizations
that might exist, reciprocation doesn't necessarily always mean payment. Think
about, for example, Volunteer work. Volunteer work isn't slavery, obviously, like
just because you volunteer for something doesn't mean because you're not getting
paid, it's labor exploitation. You are willingly engaging in that, to provide a
particular set of tasks for no reciprocal benefit, but, As you can imagine, this,
it does get a little bit slippery at times. So for example, if you volunteer
somewhere and you're happy to do 5 hours a week, and then suddenly you're being
forced to do 50 hours a week, yeah, you can see how that's different. But
reciprocation, you know, you might volunteer for somewhere because you get an
intrinsic benefit out of it. So what, how that reciprocation is defined does vary.
99% of times when we're referring to it, we often refer to it as, you know, some
form of financial payment, exchange of labor for money. Cool, I think that kind of
clears it up. This is important for me to kind of ironically labor on. If that pun
didn't make sense to you, I'm sorry for those that it did, I'm also sorry. Um,
essentially, the reason that I want to do this is this really informs when we're
gonna be talking about managerial systems as well. So now, the leading question for
this week is actually a little bit of a departure from what we've done previously.
It's gonna be less, You know, leading question in terms of a case. And more, it's
going to be giving you the ability to reflect. So I'm gonna actually be prompting a
lot of questions that I want you to think about within this. So very much, this
could be one of those weeks, depending on how much time you have to sit down and
listen to these videos, or maybe you're just reading the transcript, it doesn't
matter, um. I want you to, you know, maybe even pause the video and think, make a
few points, because I'm gonna be trying to reflect on how you experience different
forms of people processes within organizations. Obviously if you work or have
worked before, that's the easiest example to go on, but it can be any type of
organization. You know, maybe volunteer work, but maybe, you know, a sports group.
Um, maybe even social groups be a little bit trickier for that one, but I just want
you to start really trying to, Apply a lot of these ideas that we're talking about
outside of, you know, the screen and my voice to your everyday experience, cos
that's honestly how you learn. So I'm gonna be giving you those examples. I'll also
reflect on some of my varying experiences as well, just so you can kind of see how
this operates. As I said, the reason I'm doing this is kind of going back to what I
said at the start of this video, where I'm really trying to demonstrate just the
almost like omnipotent or ever-present existence of supply chains. These aren't
things that, you know, to engage in supply chain management means you need to be,
you know, sitting at a desk with a fancy title that says supply chain manager. No,
these are things that you, Will engage in regardless of what you would do in your
life. You could be, I don't know, you could be a hermit living in complete
isolation. And there's different forms of supply chains you're technically engaging
in. I go, I won't go into that now. I'm more than happy if someone wants to come
and have that discussion with them, I love, you know, making it a little bit
abstract. But the point is that I really want you to begin to start understanding
and being able to apply this knowledge as we progress. But now, let's get started
by talking about leadership.