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M&O
| Topic | Subtopics |
|---|---|
| Management Functions | - Planning - Organizing - Leading - Controlling |
| Management Skills | - Conceptual - Human -Technical |
| Management Roles - Informational | - Monitor - Disseminator - Spokesperson |
| Management Roles- Interpersonal | - Figurehead - Leader - Liaison |
| Management Roles- Decisional | - Entrepreneur - Resource Allocator - Disturbance Handler - Negotiator |
| Int. Bus. Env. - General | - PESTLE |
| Int. Bus. Env. - Task | -Customers - Suppliers - Labor Market -Competitors |
| Int. Bus. Env. - Internal | - Visible - Invisible |
| Corporate Culture | - Adaptability - translate env. - Achievement - hard work. - Involvement- participation. - Consistency- rules |
| Entering Int. Markets | - Exporting - Outsourcing - Joint Venture - Licensing - Franchising - Acquisition - Greenfield Venture |
| Hofstede Cultural Dimensions | - Power Distance- inequality. - Uncertainty Avoidance - Individualism vs Collectivism - Masculinity vs Femininity - Long- Term Orientation vs Short- Term Orientation |
| Classical POV of Management (Scientific) | Taylor- employees like machines. |
| Classical POV of Management (Bureaucratic ) | Weber-authority is high, & technical. |
| Classical POV of Management ( Administrative Principles) | Fayol- 1 superior. - division of work - unity of direction - scalar of chain |
| Humanistic POV of Management ( HUMAN RELATIONS MOVEMENT) | Effective control from individual's work, not authority. |
| Humanistic POV of Management (HUMAN RESOURCES PERSPECTIVE) | Maslow Theory X &Y |
| Humanistic POV of Management ( BEHAVIORAL SCIENCE) | OD- cope with change. |
| TQM | - Employee Involvement - Focus on Customers -Benchmarking - Continuous Improvement |
| Goals & Plans | Strategic goals/plans Tactical goals/plans Operational goals/plans |
| Mission Statement | Purpose of the company. |
| Planning Process | 1- Develop 2- Translate 3- Operations 4- Execute 5- Monitor |
| Strategic Maps | How each goal is linked= cause & effect |
| MBO | Manager + employee define goals for everyone. |
| MBO Steps | 1- Goals 2- Action Plan 3- Progress 4- Appraisal |
| Decision Making | 1- Recognize 2- Diagnose Cause 3- Alternatives 4-Select 5-Implement 6- Feedback |
| Personal Framework | - Directive - Analytical - Conceptual - Behavioral |
| Managers & Bad Decisions | - initial impressions - justify past decisions - seeing what you want - status quo - personal framing |
| Chain of Command | Line of authority & who to report to. |
| Delegation | Passing on responsibility to others. |
| Authority | Formal right to decide. |
| Narrow Span of Control | Decision near top managers. |
| Broad Span of Control | Decision to lower managers. |
| Functional Org. Structure | Grouped based on skills. |
| Divisional Org. Structure | Based on outputs. Individual products. |
| Matrix Org. Structure | Combines F &D. |
| Transformational Leadership | Shared culture. |
| Transactional Leadership | Employee satisfaction to up productivity. |
| Alienated Followers | Independent Critical No decision participation |
| Conformist | Active Uncritical Follow orders only. |
| Pragmatic Survivor | Uses most beneficial least risky choice. |
| Passive Follower | Uncritical High supervision |
| Effective Follower | Critical Independent |
| Competitive Advantage (TARGET CUSTOMERS) | - Geographical - Demographic - Psychographic - Behavioral |
| Competitive Advantage (EXPLOIT CORE COMPETENCIES) | Expertise to separate org. from competitors. |
| Competitive Advantage (BILL SYNERGY) | Org. parts interact to bring greater effect. |
| Competitive Advantage (DELIVER VALUE) | Benefits received & costs paid. |
| Porters 5 Forces | 1- New Entry 2- Competitive Rivalry 3-Supplier Power 4- Customer Power 5-Substitution |
| Porters Competitive Strategies | - Differentiation - Cost Leadership - Focus |
| Innovation Strategies (EXPLORATION) | Idea Incubators: no prejudice. |
| Innovation Strategies (COOPERATION) | Open- innovation: new ideas constantly. |
| Innovation Strategies ( ENTREPRENEURSHIP) | Ideal Champions: 1- Inventor 2- Champion 3- Sponsor 4- Critic |
| OD Steps | 1- Unfreezing 2- Changing 3- Refreezing |
| Types of Small Bus, Owners | -Idealists -Optimizers -Hard- Workers -Jugglers -Sustainers |
| Entrepreneur Characteristics | - Autonomy - Struggle - High energy - Confidence - Ambiguity Tolerance |
| Debt Financing | Family & friends $. |
| Angel Financing | Wealthy person w/ experience $. |
| Equity Financing | Funds in exchange to ownership |
| Crowd Funding | # of investors = raise capital |
| Entrepreneurial Growth Stages | 1- Start Ups 2-Survival 3-Success 4- Take Off 5- Resource Maturity |
| Balanced Scorecard | - Finance -Customers -Internal Org. - Learning |
| Feedback Control | 1- Goal 2- Standards 3-Actual Performance 4- Comparison 5- Action |
| Supply Chain | Supplier to Manufacturer to Warehouse to Retailers to Consumers |
| Ethical Decision Making Approaches | - Utilitarian - Individualism - Moral Rights - Justice |
| Justice Ethical Approach to Decision Making | 1- Distributive 2- Procedural 3- Compensatory |
| CSR | Economic Legal Ethical |
| Facility Layout | -Process -Product -Cellular - Fixed |
| Inventory Management | - Work in Progress - Finished Goods - Raw Materials - JIC - Lean Production |
Created by:
raghadhindawi8
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