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Dr. Constance Van Horne
Spring 2011
Review for final
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Four tasks of management:
1. Planning “Choose appropriate organisational goals and courses of
action to best achieve those goals” 2. Organising
“Establish task and authority relationships that allow peopleto work together to achieve organisational goals”
3. Leading
“Motivate, coordinate, and energise individuals and groups towork together to achieve organisational goals” 4. Controlling
“Establish accurate measuring and monitoring systems toevaluate how well the organisation has achieved its goals”
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Fayol’s Principles of Management
1. Division of labour2. Authority and responsibility3. Unity of command4. Line of authority5. Centralisation6. Unity of direction7. Equity
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Fayol’s Principles of Management
8. Order9. Initiative10. Discipline11. Remuneration of personnel
12. Stability of tenure of personnel13. Subordination of individual interests to the
common interests14. Esprit de corps
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Building competitive advantage:
Efficiency Innovation
Quality
Responsiveness to customers
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Factors that maintain and transmit organisational culture:
Values of the founder Their own values guide the building of the company
Ceremonies and rites Rite of passage
Rite of integration
Rite of enhancement Stories and language
Communicate values... Provide clues... Socialisation
The process by which newcomers learn the values and norms...
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Steps in the decision making process:
1. Recognise the need for a decision2. Generate alternatives3. Assess alternatives4. Choose among alternatives5. Implement the chosen alternative6. Learn from the feedback
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Entrepreneurs
An individual who notices opportunities anddecides how to mobilise the resourcesnecessary to produce new and improvedgoods and services *****
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5. Encouragesystems thinking
1. Developpersonalmastery
2. Build complex,challenging
mental models
3. Promoteteam
learning
4. Buildsharedvision
Senge’s principles forcreating a learning
organisation
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Three Steps in Planning Process
1. Determine the organisation’s mission andgoals2. Formulate strategy3. Implement strategy
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SWOT Analysis
A planning exercise to identify strengths andweaknesses inside an organisation andopportunities and threats in the environment
StrengthsWeaknessesOpportunitiesThreats
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Some SWOT questions to answer:
Product (what are we selling?) Process (how are we selling it?) Customer (to whom are we selling it?) Distribution (how does it reach them?)
Finance (what are the prices, costs andinvestments?) Administration (and how do we manage all
this?)
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Five Forces Model (Michael Porter)
1. The level of rivalry among organisations inan industry
More competition, lower the profits
2. The potential for entry into an industry
Easier the entry, lower the profits ****
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3. The power of large suppliers
More powerful suppliers, lower the profits
4. The power of large customers More powerful the customers, lower the profits
5. The threat of substitute products
More substitutes there are, lower the profits***
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Value chain
The coordinated series or sequence of functional activities necessary to transforminputs such as new product concepts, rawmaterials, component parts, or professionalskills into the finished goods or servicescustomers value or want to buy ****
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Functional activities of the value chain
Productdevelopment
function
Marketingfunction
Materialsmanagement
function
Productionfunction
Salesfunction
Customerservice
function
Feed back loop (information and $)
Inputs
- New product ideas
- Marketing research
- Component parts
Changed into
- Peoples abilities andknowledge
- Machines
- Computers
- Functional skills
Outputs- Goods
-Services
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The control process
1. Establish the standards of performance, goals,
or targets against which performance is to beevaluated
2. Measure actual performance3. Compare actual performance against chosen
standards of performance4. Evaluate the result and initiate corrective
action if the standard is not being achieved ***
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Organisational change process
1. Assess the need for change Recognise that there is a problem
Identify the source of the problem
2. Decide on the change to make
Decide what the organisation’s ideal future statewould be
Identify obstacles to change
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Organisational change process
3. Implement the change Decide whether change will occur from the top
down or from the bottom up
Introduce and manage change
4. Evaluate the change Compare pre-change performance with post-change
performance
Use benchmarking
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The Nature of Leadership
Leadership: the process by which anindividual exerts influence over other peopleand inspires, motivates, and directs theiractivities to help achieve group ororganisational goals ***
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The Nature of Leadership
Leader: an individual who is able to exertinfluence over other people to help achievegroup or organisational goals ***
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Power: the Key to Leadership
Legitimate power: the authority that amanager has by virtue of his or her position inan organisation’s hierarchy
Reward power: the ability of a manager togive or withhold tangible and intangiblerewards ****
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Power: the key to leadership
Coercive power: the ability of a manager topunish others
Expert power: power that is based on thespecial knowledge, skills and expertise that a
leader possesses Referent power: power that comes from
subordinates’ and coworkers’ respect,admiration and loyalty ****
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