BTF revision Flashcards
What is an organisation?
a SOCIAL AGREEMENT, working towards COLLECTIVE GOALS, with CONTROLLED PERFORMANCE.
BOUNDARY- Physical (fence), social ( rules, ethics, CoC)
Profit orientated Vs Not-for-profit
Primary objective - maximise owner wealth vs Maximise benefits to beneficiaries
Profit = business, not = organisation
Mission and Mission statement
A mission is the reason for existence.
Mission statement - General terms, not quantifiable or time-constrained.
Purpose - Why exist? What does it aim to achieve for stakeholders
Strategy - Resources and strategies to gain a competitive advantage
Policies - Behaviours adopted within the organisation
Values - Beliefs shared by managers and employees.
Vision
How does the organisation see itself in the future
Goals
Goal - A desired end result
Aims - Qualitative non-operational goals such as boosting staff morale for improving health and safety
Objectives - Quantitative operational goals eg 50% of workforce receive skills training in next 6 months
Plans
What needs to be done to achieve objectives
Objectives
S - Specific (Clear and easy to understand) - eg We will provide training
M- Measurable - to all appropriate employees
A- Achievable - Training will be delivered in our training centre
R - Relevant (appropriate to mission and stakeholders) - part of missions to provide good place to work
T - Timed - Within 6 months
Secondary objectives
Market position - Increasing market share
Product development - Investing in R+D to develop new or existing products
Technology development - Invest in new technology eg machinery to boost productivity
Employees and management - Invest in training to improve productivity or customer service
Ultimate all feed back into primary objective of maximising owner wealth
Hierarchy of objectives
Profit satisficing - making a sufficient profit to keep shareholders satisfied - see that as the quickest/cheapest/easiest option
Revenue max - Maximise revenue and plough this back into the business to increase market share
Constraints - Not taking a lucrative contract because you don’t want to be seen to be working with unethical companies
Types of power
Reward power - ability to reward someone for following your instructions
Coercive power - eg black mail and punishment if don’t follow orders
Referent - People desiring to identify with or imitate the other
Expert power - Has power as they are seen to have superior knowledge
Legitimate power - stems from being in a position of greater authority
Negative power- Ability to disrupt operations eg industrial action or refusal to provide info
Types of manager
Line manager- direct authority over subordinates eg floor manager over factory staff
Staff manager - advices but not authority of final decision eg IT team member giving computer advice to floor manager - doesn’t have to use it
Functional manager - Authority over a department other than their own. Authority and advice. Eg Finance manager requiring timely sales reports from sales manager
Project manager - Authority but only for that project, temporary
Types of manager
Line manager- direct authority over subordinates eg floor manager over factory staff
Staff manager - advices but not authority of final decision eg IT team member giving computer advice to floor manager - doesn’t have to use it
Functional manager - Authority over a department other than their own. Authority and advice. Eg Finance manager requiring timely sales reports from sales manager
Project manager - Authority but only for that project, temporary
Types of culture
Human resource culture - flexible, focusing on staff wellbeing. Staff are motivated by this.
Open system culture - internally flexible, constantly adapting to external environment eg apple bringing out new products
Rational goal - controlled, procedural, adapts to environment when necessary eg M&S running an advertising campaign after a dip in profit
Internal process, controlled stable, staff motivated by stability and security
Organisational behaviour
Covert - under water - invisible behaviours of business - attitudes, conflict communication
Over- rules regs, assets, financial resources
HRM
The creation, development and maintenance of an effective workforce.
Hard - Emphasis on resources, Litttle delegation, centralised, short term
Soft - emphasis on people, create human assets, flexibile, delegation, long term
Effective HRM
Commitment
Competence
Congruence
Cost-effectiveness
Motivation
Taylor - all the same, money is motivation
Maslow hierarchy of needs.
basic needs - food, shelter, water Safety - Health, employment Social - friends, family, sexual Ego - respect, recognition Self-fulfil - fulfilling potential
Motivation
Taylor - all the same, money is motivation
Maslow hierarchy of needs.
basic needs - food, shelter, water Safety - Health, employment Social - friends, family, sexual Ego - respect, recognition Self-fulfil - fulfilling potential
What is a group
A common sense of identity
Behavioural norms
Communication between members
Common aim
A leader
Tuckmans stages of development
Forming - collection of individuals
Storming - conflict, members compete for roles
Norming - purpose and goals understood
Performing - operating to full potential
Belbins group roles
Leader - co-ordinates group
Shaper - makes leaders ideas happen - promotes activity
Plant - problem solver - challenging and though provoking
Monitor-evaluator - critically analyse ideas
Resource-investigator - make ideas happen
Company worker - admin and scheduler
Team worker - defuses conflict
Finisher - meets deadlines - not liked
Specialist - may be required for technical issues
Marketing
Identifies, anticipates and supplies customer requirements efficiently and profitably.
Four V’s
Volume
Variety
Variation in demand
Visbility
IT Management
Service delivery - Data extraction, billing budgets,
Service support - Systems maintenance, security control, prevent and investigate IT problems
