Discover a management text unlike any other available today! Dyck/Neubert’s PRINCIPLES OF MANAGEMENT, 1E, INTERNATIONAL. Title: Principles of Management Dyck / Neubert Author: user Last modified by: user Created Date: 8/15/ AM Document presentation format – A free. Principles of Management Dyck / Neubert. Chapter 1. Introduction to Management. Amer Hamzah Jantan [email protected] Tel: . HP:
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Four Reasons To Study Management. Middle Managers Manage first-line managers and others. Management Organization The process of planning, organizing, leading and controlling human and other organizational resources towards the effective achievement of organizational goals. Organization A goal-directed planningdeliberately-structured organizing group of people working together leading to nwubert results controlling.
Planning Organizing Leading Controlling. Is profit-maximization a legitimate goal?
Efficiency The level of output that is achieved with a given level of inputs Maximizing output while minimizing inputs. Contains four key groups of stakeholders: Socio-cultural Natural Political-legal Economic-technological. Three Basic Levels of the Environment for Managers. Task Environment All managers must pay attention to key stakeholders to: Ensure that they are in tune with customer needs and wants to serve them adequately.
Attract and retain an adequately qualified workforce. Develop and maintain relationships with suppliers, competitors and neighbors. Macro Environment Managers must pay attention to the key dimensions of their macro environment to: Monitor socio-cultural trends and changes in demographics, health dcyk, education and other social institutions. Consider how sensitive they will be with respect to the natural environment. Keep informed of developments in the political-legal environment.
Pay close attention to economic opportunities and threats and remain technologically competitive. Ways to Internationalize an Organization. Importing When a finished product is brought in from another country for resale domestically. Counter-Trade When products or services from one country are traded rather than bought and sold for currency for products or services from another country.
Franchising When a franchisor in one country sells to a franchisee in another country a complete package required to set up an organization. Joint Venture When partnering organizations agree to form a separate, independent, jointly-owned organization. Quality of Life Is emphasized in cultures that overall tend to value relationships, the welfare of others, and the intrinsic satisfaction that comes from performing meaningful work.
Long-term cultures have a greater concern for the future. Deference to Authority The relative emphasis that a culture places on power differences. Low uncertainty avoidance cultures value risk-taking and innovativeness. The emphasis on ethics is related to: The world is changing rapidly. Unethical decisions by managers are receiving more attention. Managers are moral dck. Ethics Management Ethics A set of principles or moral standards that differentiate right from wrong.
The Four Types managrment Sources of Ethics. Increasing Levels of Moral Development.
Principles of Management : Bruno Dyck :
Decision Process Identify the need for a decision Develop alternative responses Choose the appropriate alternative Implement the chosen alternative. The Four-step Decision-making Model. Identify the need for a decision Identifying problems and opportunities to meet or surpass financial goals Using learned scripts: Programmed decisions Non-programmed decisions Mistaking symptoms for the underlying issue.
Choose the appropriate alternative Choose an alternative, using a method based on how much goal consensus and knowledge is available for each alternative. Goal consensus about which goals to pursue Available knowledge about: How to achieve goals Uncertainty about outcomes Risk that alternative will result in negative outcome.
Implement the chosen alternative Implement the alternative. Use a participative approach to overcome resistance Involving members in earlier steps Factors in implementation Significance of the problem for the organization Competency to analyze the problem and develop alternatives Availability of adequate knowledge Commitment to implementing the alternative. Plans Describe the steps and actions that are required to achieve goals.
Setting strategic goals and plans. Taking the strategic goals and plans and putting them into practice in everyday operations. Implementing and monitoring the goals and plans.
Principles of Management Dyck / Neubert
Overview of the Four Steps of the Planning Process. Describes what the organization does, whom it serves, and how it differs from similar organizations. Can provide social legitimacy and a sense of identity for the members of the organization. Provides guidance to organizational members.
Describes goals that an organization hopes to achieve five or more years into the future. Top-down management of the planning process to enhance financial well-being. Focus is on things that will contribute to the future competitiveness and financial success of an organization. Develop Strategic Goals and Plan How managers can position the organization in the eyes of stakeholders so as to achieve advantages over its competitors.
Develop Operational Goals and Plans Are set by lower-level managers. Have a less than one-year time horizon. Cannot be achieved simply by making incremental changes to the status quo. Require outside-the-box thinking that dramatically improves productivity, efficiency, and profitability. Checklist for Making a Plan. Strategic management The analysis and decisions that are necessary to formulate and implement strategy.
Overview of the Strategic Management Process. Review mission and vision Emphasis is on maximizing competitiveness. Plan is revisited on a regular basis. Analyze internal and factors SWOT Internal strengths and weaknesses External opportunities and threats An analysis of the external environment is key to uncovering what current and future opportunities and threats might exist.
Weaknesses A lack of specific resources or abilities that an organization needs in order for it to do well; a characteristic that hinders the achievement of the strategic objectives of an organization.
Opportunities Conditions in the external environments that have the potential to help managers meet or exceed organizational goals. Threats Conditions in the external environments that have the potential to prevent managers from meeting organizational goals. Sustained Competitive Advantage A competitive strategy that other organizations are unable to duplicate. Formulate Strategy Competing within a specific industry Business level strategies Cost leadership strategy Differentiation Focus strategy Competing multiple industries Diversification strategies Related Unrelated.
Maintaining price and quality at roughly the same level as competitors. Gaining economies of scale as the market leader. Focus Strategy Choosing a small niche in the overall market. Strategy can be based on either cost leadership or differentiation. Synergy The performance gain that results from two or more units working together is greater than the sum of their individual contributions.
Vertical Integration Occurs when an organization produces its own inputs backward integration or sells its own outputs forward integration.
When there are no opportunities for expansion in current markets. When current markets are beginning to decline. Classifies portfolio businesses by relative market share strength and market growth rate potential. Stars—high growth, high market share Cash cows—low growth, high market share Question marks—high growth, low market share Dogs—low growth, low market share Is limited by its focusing exclusively on market share and market growth.
The Product Life Cycle. Implement Strategy Content school approach to strategy Emphasizes the rational-analytic, top-down and linear aspects of strategy formulation. Aligned with mainstream approach. Process school of strategic management Bottom-up, emergent un-plannedand egalitarian approach that emphasizes strategic learning—strategy formulation and implementation are ongoing and iterative.
Aligned with the Multistream approach. My presentations Profile Feedback Log out. Auth with social network: Registration Forgot your password? Opportunities and Outcomes of International Strategy. International Strategy Chapter Nine. Strategic Management and Strategic Competitiveness. Pg 8 Modern Trends A process. Managers and Managing Managers and Managing 1 1 About project SlidePlayer Terms of Service.