ahmed review.pptx

7/27/2019 ahmed review.pptx

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Dr. Constance Van Horne

Spring 2011

Review for final



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”



Fayol’s Principles of Management

1. Division of labour2. Authority and responsibility3. Unity of command4. Line of authority5. Centralisation6. Unity of direction7. Equity



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



Building competitive advantage:

Efficiency Innovation

Quality

Responsiveness to customers



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...



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



Entrepreneurs

An individual who notices opportunities anddecides how to mobilise the resourcesnecessary to produce new and improvedgoods and services *****



5. Encouragesystems thinking

1. Developpersonalmastery

2. Build complex,challenging

mental models

3. Promoteteam

learning

4. Buildsharedvision

Senge’s principles forcreating a learning

organisation



Three Steps in Planning Process

1. Determine the organisation’s mission andgoals2. Formulate strategy3. Implement strategy



SWOT Analysis

A planning exercise to identify strengths andweaknesses inside an organisation andopportunities and threats in the environment

StrengthsWeaknessesOpportunitiesThreats



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?)



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 ****



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***



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 ****



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



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 ***



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



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



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 ***



The Nature of Leadership

Leader: an individual who is able to exertinfluence over other people to help achievegroup or organisational goals ***



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 ****



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 ****

Documents

ahmed review.pptx