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24 Cards in this Set
- Front
- Back
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The 9 schools of thought
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MGMT is an art
Scientific mgmt administrative school behavioral school Decision Sciences/ mgmt science/ operations research systems control situational contingency modern mgmt/ global business learning org knowledge mgmt |
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mgmt is an art
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no rules or theories
ex/ entrepreneurs work hard to make it happen |
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scientific mgmt
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systematic study of mgmt with use of scientific method
ex/ ergonomics- looking at efficiency of work and work space |
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administrative school
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macro focus: focus of structure
ex/ tall or flatter, taller= more specialization |
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behavioral school
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discovery: hawthorne experiment
productivity as a function of lighting ex/ psychogical needs that affect productivity |
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decision sciences/ operations research/ mgmt sc
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quantitative tools to optimize resources allocation (WWII)
ex/ quantitative software applications |
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systems school
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view the organization as a whole
ex/ erp systems- enterprise resource planning |
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situational contingency
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each situation is different, no one rule or theory applies to every firm
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modern mgmt/ global business
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how to gain a competitive advantage in a global market place
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learning organization knowledge mgmt
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use IS/IT to gain strategic adv
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Frederick Taylor
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father of scientific method of mgmt
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Max Weber
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all about the tall organizational structure because of repetitive and specialization
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Bill Ouchi
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researcher- Theory Z- Japanese style mgmt
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Michael Porter
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researcher: competitive strategy options for positioning 5 forces model
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roles of managers
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leading
organize planning |
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corporate level strategy
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entire organization as a whole, look at overall direction
- aquire/merge? -divest/liquidate? |
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business level strategy
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focus on:
1) overall low cost 2.) differentiation= better 3. niche- small segment - geographic - target advantage - product line (no one else sells) |
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functional area strategy
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sepreating into acct, fin, mktg, hr, mis, oper (in triangle)
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operational level/ supportive strategy
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same as functional but only in lower operational portion of triangle
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3 step model
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step 1: where are we? conduct audit in each functional area
step 2: where do you want to be? forecast- environment, industry, consumer pref's, competition step 3: how to get there? |
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Why is strategy so difficult?
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bias, forecasting isn't 100%, perception skewed, not perfect info, many decision makers, limited time
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phase 1: strategy formulation
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vison statement/ mission statement- selling, targeting/ unique?, strategists= board of directors, CEO, high level managers/ initial goals and objectives= starting plans/ external analysis- identify threats and opportunities/ internal company analysis, revised goals and objectives, strategies (help all of the above)
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phase 2: implementation
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key issues and factors to consider- resources, employee "buy-in"/ training(reward them), and strategy/ structure fit
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phase 3: evaluation and control
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did we obtain objectives? yes/no? (new SWOT analysis)
- check implementation change, strategy change, goal change |
