E2 Project and Relationship MGMT Flashcards
Mintzberg’s Five Ps
Plan Pattern Ploy Position Perspective
Levels of Strategy
Corporate
Business
Operational
Emergent Strategy
Manage stability
Detect discontinuity
Manage patterns
Reconcile change and continuity
Prescriptive Schools
Design school
Planning school
Positioning school
Design School
Conception
Planning School
Formal
Positioning School
Analytical
Descriptive Schools
Environmental Cognitive Entrepreneurial Power Cultural Learning Configuration
Environment
Reactive
Cognitive
Mental
Entrepreneurial
Visionary
Power
Negotiation
Cultural
Collective
Learning
Emergent
Configuration
Transformation
Benefits of rational approach to strategy
Long term view Identifies key strategic issues Goal congruence Communicates responsibility Co-ordinates SBUs
Problems with rational approach to strategy
Not dynamic Bureaucratic and inflexible Difficulty getting participation Impossible in uncertain environments Stifles innovation and creativity Complex and costly
Objectives for Not For Profit organisations
Effectiveness
Efficiency
Economy
Porter’s three generic strategies
Cost leadership - low price
Differentiation - innovation
Focus - on small part of market
Bowman’ strategic clock
1 low price/low value 2 low price 3 hybrid 4 differentiation 5 focused differentiation 6 increased price/std product 7 high price/low value 8 low value/std price
Positioning view
“Outside in”
Resource-based view
“Inside out”
Porter’s value chain
Support activities
Firm infrastructure
Technology development
HR mgmt
Procurement
Porter’s value chain
Primary activities
Inbound logistics Operations Outbound logistics Sales & Marketing Service
PESTEL
Political Economic Social Technology Environment Legal
LoNGPEST
Local
National
Global
Porter’s five force analysis
New entrants Competitor rivalry Substitutes Power of buyers Power of suppliers
Porter’s diamond
Factor conditions
Related & supporting industries
Firm strategy, Structure & Rivalry
Demand conditions
Big Data
Characteristics
Velocity
Volume
Variety
Levels of competitors
Brand
Industry
Form
Generic
Types of power
Reward Coercive Referent Expert Legitimate
Types of authority
Charismatic
Traditional
Rational-legal
Weber
Bureaucratic Management
Specialisation
Hierarchy
Rules
Impersonality
Elton Mayo
Human Relations school
Psychological contract
Showing interest in workers
Team work increasing motivation
Good communications/relations
Frederick Herzberg
Hygiene factors
Motivating factors
Hygiene factors
Policies for staff treatment Level of supervision Pleasant working conditions Appropriate level of salary and status Team working
Motivational factors
Sense of achievement Recognition of good work Increased responsibility Career advancement Attraction of the job
Maslow
Hierarchy of needs Self fulfilment Ego Social Safety/security Basic/physiological
Douglas McGregor
Theory X - lazy
Theory Y - enjoy their work
Kurt Lewin
Leadership styles
Authoritarian
Democratic
Laissez-faire (leaves group to get on)
Blake and Mouton managerial grid
X axis - concern for people
Y axis - concern for production
(9,1) task orientated (1,9) country club (1,1) impoverished (5,5) middle road (9,9) team
Taylor
Scientific management
Fayol
Administrative management Five functions of management Planning Organising Co-ordinating Commanding Controlling
Druker’s Five Fundamental Questions
What is our mission? Who is our customer? What is our plan? What are our results? What does the customer value?
The Equality Act (2010)
Age Disability Gender reassignment Civil partnership Pregnancy & Maternity Race Religion Sex Sexual orientation
Reasons for dismissal
Conduct Capacity Statutory duty Other substantial reason Redundancy
Types of organisational control
Personal centralised control
Bureaucratic control
Output control
Cultural control
The Balanced Scorecard
Financial perspective
Internal business process
Learning & growth
Customer perspective
Drucker’s key objectives
Profitability Innovation Market standing Productivity Financial & Physical resources Managerial performance & development Worker performance and attitude Public responsibility
Reward systems
Intrinsic
Extrinsic
Intrinsic - job satisfaction
Extrinsic - pay, working conditions
Organisational Culture
“the way we do things around here’
Levels of culture
Artefacts & creations
Values
Basic assumptions
Levels of culture
Artefacts & creations
Dress codes
Patterns of behaviour
Physical symbols (brand, logos)
Office layout
Levels of culture
Values
Language
Behaviour
How people justify doing what they do
Levels of culture
Basic assumptions
Beliefs on environmental issues
How people should be treated
Influence on culture
Size Technology Diversity Age History Ownership
The cultural web framework
The paradigm Control systems Organisational structures Power structures Symbols Rituals & Routines Stories & Myths
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Hofstede - Culture
Power distance Uncertainty avoidance Individualism v collectivism Masculinity v femininity Time orientation
McKinsey 7-S model
Strategy Structure Systems Shared values Skills Styles Staff
Organisational iceberg
Formal aspects (visible) Behavioural aspects (hidden)
Formal aspects (visible)
Goals Technology Procedures Structure Skills
Behavioural aspects (hidden)
Attitudes Style Communication patterns Values Feelings Beliefs
Benefits of groups
Increased productivity Synergy (2+2=5) Improved focus & responsibility Improved problem solving Greater creativity Increased satisfaction Increased motivation Improved info flows
Problems with groups
Conformity
Abilene paradox
Group polarisation “risky shift”
Groupthink
Team development
Forming
Storming
Morning
Performing
Belbin - team roles
Leader Shaper Plant Monitor-evaluator Resource-investigator Company worker Team worker Finisher
Belbin - leader
Co-ordinating, stable, dominating extrovert
Belbin - shaper
Commuted to task, aggressive, anxious, dominant extrovert
Belbin - plant
Thoughtful and thought provoking, high IQ
Belbin - monitor-evaluator
Analyses others ideas, brings group down to earth, stable introvert, high IQ
Belbin - resource-investigator
Adds to other’s ideas, social type of person
Belbin - finisher
Unpopular but necessary individual, anxious introvert.
Communication Noise
Environment/physical
Loud music
Difficult to read text
Communication Noise
Physiological
Hearing loss
Poor eyesight
Speech impairment
Communication Noise
Semantic
Different dialects
Language
Jargon
Words with several meaning
Communication Noise
Psychological
Attitude
Anger/sadness may cause someone to lose focus
Six principles of Influence
Reciprocity Commitment Social proof Liking Authority Scarcity
Influence
Reciprocity
Precious favours
Influence
Commitment
Early commitment
Difficult to later withdraw support
Influence
Liking
Building relationships with those you want to influence
Influence
Authority
Getting backing from senior staff will encourage others to back you
Influence
Scarcity
People need to know they could miss out
Negotiating process
- Preparation
- Opening
- Bargaining
- Closing
Emergent Strategy
Negotiation, bargaining and compromise rather than deliberate
Opportunistic Strategy
New ideas introduced as opportunities arise
Imposed Strategies
Forced by circumstances
Cyert and March
Resolving stakeholder conflict
Satisficing
Sequential attention
Side payments
Exercise power
Core Competencies
Areas in which the organisation must do well in order to keep ahead of its competitors
Porter’s Competitor Analysis
Identifying competitor’s…
Strategy
Objectives
Assumptions about the industry
Resources and capabilities
Vertical Integration
The supply chain of a company is owner by that company
Brand competitors
Similar products,
Similar prices
Industry competitors
Similar goods but different prices and not necessarily same size of structure
Form competitors
Products satisfy the same needs although technically different
Generic competitors
Compete for the same income
Core competencies
Competitive advantage
Threshold competencies
“Keep up” with competitors
Mainwaring
Conflicting managing strategies
Stimulation & orchestration
Suppression
Reduction
Resolution
Mainwaring
“Stimulation & orchestration”
Encourages conflict to generate new ideas, stimulates change
Mainwaring
“Suppression”
Use or threatened use of authority or force
Mainwaring
“Reduction”
Building on areas of agreement
Mainwaring
“Resolution”
Eliminates root causes of conflict
Vaill: High performance teams
Clarification of broad purpose, Commitment to purpose, Teamwork focus on the task at hand, Strong & clear leadership, Generation of inventions
