MANAGERS / LEADERSHIP / DECISION MAKING
- Created by: _Holly98
- Created on: 16-12-15 10:05
DECISION - EXPAND PRODUCTION
EMPLOYEES: MORE JOBS / PROMOTIONS
CUSTOMERS: NEW PRODUCTS / INCREASE PRODUCTION REDUCE PRICES
SHAREHOLDERS: CUT SHORT TERM PROFITS LONG TERM INCREASE
SUPPLIERS: LARGE REGULAR ODERS / EXPECTATION REDUCED PRICE
CREDITORS: BORROWING HARDER PAY BACK / INCREASE PROFT
RESOURCES
INFO TIME LABOUR MATERIALS
BEST DECISION LIMITED RESOUCES
EFFECT INCOME
DECISION - RAISE PRICES
EMPLOYEES: INCREASE WAGES / SALES DECLINE - JOB LOSS
CUSTOMERS: LESS VALUE TOO EXPENSIVE
SHAREHOLDERS - PROFITS SHARES DIVIDENDS INCREASE / SALES DECLINE
SUPPLIERS: POSSIBILITY HIGHER PRICE / ORDER MAY FALL
CREDITORS: INCREASE PROFITS SUPPORT PROMPT PAYMENT / DEBT UNPAID
STAKEHOLDER GROUP & NEEDS
SHAREHOLDER: INCREASE DIVIDENDS & VALUE SHARE / PREFERENTIAL TREATMENT
EMPLOYEES: HIGH WAGES / JOB SECURITY / P.T.
CUSTOMERS: LOW PRICE / RELIABILITY / SALE PRODUCTS / AFTER SALE SERVICES
SUPPLIERS: FREQUENT REGUAL ORDERS / SOLE SUPPLIER AGREEMENT / FAIR PRICE
LENDERS: DEBT PAID / PROFITABLE RETURN /
COMMUNITY: STEADY EMPLOYMENT / AVOID POLLUTION / FACILITIES
ETHICS
MORAL GUIDELINES
STRONG INFLUENCE
IMMORAL DECISIONS SPREAD QUICKLY
2014 M&S MOST EHICAL
EXTERNAL ENVIRONMENT
COMPETITION
CONSUMING INTEREST RATES
BUSINESS UNDERGOING CHANGE MAY LEAD DELAY
DECISION - CUT COSTS
EMPLOYEES: PRESSURE REDUCE WAGE / MORE JOBS SUCCESFUL
CUSTOMERS: LOW PRICES QUALITY REDUCE
SHAREHOLDERS: INREASE PROFITS / CUSTOMERS DISLIKE JOB LOSES
SUPPLIERS: REDUCED PRICES / SEEK ALTERNATIVE
CREDITORS: REDUCED NEED BORROW / NEED BORROW SHORT TIME
THE BUSINESS MISSION & OBJECTIVE
FIGUREHEAD: REPRESENT COLLEAGUES - SOCIAL CEREMONIAL LEGAL REPSONSIBILITIES
LEADER: CREATES MAINTAIN EFFECTIVE WORK ENVIORNMENT / MANAGE PEFROMANCE RESPONSIBILITIES / MOTIVATE & DEVELOP JUNIOR EMPLOYEES
LIAISON: COMMUNICATE ENTERNAL / EXTERNAL CONTACTS / NETWORK EFFECTIVLEY GATHER INFO
GOVERNMENT POLICIES
SUBSTAINS INFLUENCE WIDE RANGE BUSINESS MANAGE RELATIONSHIPS STAKEHOLDDERS
LAWS LESS FORMAL CODES CONDUCT GUIDE
ORGINALLY OWNED GOVERNMENT - GOVERNMENT SOME CONTROL E.G. CANT RAISE PRICES
INTERNAL FACTORS - MANAGEMENT & LEADERSHIP STYLES
AUTOCRATIC FOCUS NEEDS EMPOYEES
SHAREHOLDERS LITTLE CONCERN - LEAD RESENTMENT
DEMOCRACY FOSTER BETTER LONG TERM RELATIONSHIP
MOST STAKEHOLDERS BENEFIT COMMUNICATION
DECISION MAKING PROCESS
SETTING OBJECTIVES: ESSENTIAL START
GATHERING & INTEPRETING INFO: GATHER DATE - COST BENEFIT. TECHNOLOGY MAKE EASIER
SELECTING CHOSEN OPTION: WEIGH UP MANAGERS MAKE CHOICE
IMPLEMENTING DECISION: ACTIONS USING RESOURCES COMMUNICTATING INTENTIONS INTERESTED PARTIES
REVIEWING: JUDGE DECISIONS DESIRED EFFECT
POWER STAKEHOLDR GROUP
CONSIDERABLE POWER
SIZE SHARES INFLUENTIAL DECISION MAKING
MANAGE RELATIONSHIPS MAJOR SUPPLIERS & CUSTOMERS EFFECTIVLEY
STAKEHOLDERS
ANYONE WITH INTEREST
SHAREHOLDERS OWNERS PROVIDE CAPTIAL
INTERNAL: EMPLOYEES / OWNERS / MANAGEERS
EXTERNAL: LOCAL COMMUNITY / SUPPLIERS / CUSTOMERS / LENDERS / GOVERNMENT / SHAREHOLDERS
INTEREST
MINIMAL EFFORT: NOT POWERFUL / FIND OUT INFO (UNSKILLED EMPLOYEES)
KEEP INFORMED: NOT HUGE AMOUNT POWER INTEREST ACTIVITIES - MANAGERS KEEP INFORMED (NON-UNIONISED EMPLOYEES)
KEEP SATISFIED: POWERFUL NOT MUCH INTEREST. INTERESTED HIGH FINANCIAL REUTNRS - MANAGERS ENAGE & CONSULT THEM (NATIONAL MEDIA / BANKS)
KEY PLAYERS: MOST POWERFUL & INTERESSTED - MAJOR INFLUENCE (UNIONISED EMPLOYEES MAJORITY SHAREHOLDERS)
EXTERNAL FACTORS - MARKET CONDITIONS
LEVEL SALES - RATE CHANGING
INTENSE COMPEITION - DISTINCT REPUTATION
ESTABLISH STRONG FINANCE
INTERNAL INFLUENCES - SIZE & OWNERSHIP
SMALLER COMMUNICATE & INVOLVE STAKEHOLDERS
SOLE TRADER - KNOW PERSONALLY
LARGE COMPANY DIFFERENT - LEGAL STRUCTURES - SOME BOARDS MAXIMISE SHORT TERM PROFITS - ALIENTAE STAKEHOLDERS
FACING INTENSE RIVALS OPT ENGAGE CLOSE CUSTOMERS - DISTINCTIVE RELATIONSHIP
INFLUENCES DECISION MAKING
THE BUSINESS MISSION & OBJECTIVE
RISK TAKING
EXTERNAL ENVIORMENT
ETHICS
RESOURCES
INTERNAL FACTORS - BUSINESS OBJECTVES
STRONGEST INFLUENCE
COMMITED PURSUNIG ETHICAL & SOCIAL OBJECTIVES HIGH PRIORITY MEETING THEM
MAXIMISING PROFITS SEEK MINIMISE COSTS - NOT ALL OBJECTIVES MET
RISK TAKING
MANAGERS CAUTIOUS
LIKELY GATHER MORE DATA
LOW RISK DONE QUICKLY
DECISION TREES
MATHS MODEL SHOW POSSIBLE OUTCOMES
DIFFERENT OPTIONS / CONSEQUENCES
LOGICAL BASED EVIDENCE / LOGICAL COMPARISON
ONLY FINANCIAL DATA
ESTIMATE - OPEN MANIPULATION
RANGE OUTCOMES UNCLEAR - UNPROGRAMMED DECISION
BLAKE MOUTON GRID
COUNTRY CLUB: WORK ENVIORMENT RELAXED - WORK MAY SUFFER LACK CONTROL
TEAM LEADER: HIGH FOCUS TASK & PEOPLE - GETS JOB DONE
PRODUCE OR PERISH: TASK MOST IMPORTANT REGARDLESS PEOPLE
IMPOVERISHED: LOW CONCERN PEOPLE & TASK - INEFFECTIVE NO FOCUS JOB
MINTZBERGS - INTERPERSONAL
FIGUREHEAD: REPRESENT COLLEAGUES - SOCIAL CEREMONIAL LEGAL REPSONSIBILITIES
LEADER: CREATES MAINTAIN EFFECTIVE WORK ENVIORNMENT / MANAGE PEFROMANCE RESPONSIBILITIES / MOTIVATE & DEVELOP JUNIOR EMPLOYEES
LIAISON: COMMUNICATE ENTERNAL / EXTERNAL CONTACTS / NETWORK EFFECTIVLEY GATHER INFO
LAISSEZ FAIRE
EMPLOYEES EMPOWERED MAKE MOST DECISIONS
EMPLOYEES MAKE DECISIONS WITHOUT CHECKING SUPERIOR
PAUL ALLEN - MICROSOFT CO FOUNDER
EMPLOYERS TEND INDEPENDANT
LACK SENSE DIRECTION COARDINATION PLANNING
MINTZBERG - DECISIONAL
ENTEPRENEUR: PLANS INITIATE CHANGE
DISTURBANCE HANDLER: SOLVE & CONTROL CRISIS / RESOLVE DISPUTES
RESOURCE ALLOCATOR: MAKES DECISONS BEST USE RESOURCES
NEGOTIATOR: NEGOTIATE INTERNAL / EXTERNAL BUSINESS
CONTROLLING:
MANAGERS REVIEW & REPORT PEFROMANCE
COMPARE OBJECTIVES OTHER BUSINESS
FINANCIAL REPORTS: INTERESTED PARTYS INFO SALES - LEGAL REQUIREMENT
EMPLOYEE PERFORMANCE: INFO PRODUCTIVITY - SUPPLYING SERVICE - VITAL MEASUREMENT
SOCIAL: BEHAVING ETHICALLY - MINIMISE POLLUTION MAKE JOBS
DIRECTING
LEADING EMPLOYEES THROUGH MOTIVATION & COMMUNICATION
MOTIVATION WILLING ACHIEVE TARGET / GOAL - INSENTIVE
COMMUNICATION: ECHANGE INFO - ACHIEVE HIGH LEVEL PRODUCTIVITY
AUTOCRATIC LEADERSHIP
ASSUMES INFO AND DECISION MAKING TOP ORGANISATION
- ONE WAY COMMUNICATION
- MINIMAL DELEGATION
- CLOSE SUPERVISION
MARTHA STEWART
DIFFICUTLIES
- PEOPLE AVOID MAKING DECISIONS
- COMMITESS MORE DIFFICUT DISMISS ALL MEMBERS WRONG DECISION
- SENIOR MANAGERS OVER WORKED
- BIGGER HARDER
PLANNING
SETTING OBJECTIVES / TARGETS
ANAYLYSE DATA - E.G. FORECASTS KEY DATA - COMPETITOR PRICES / PRODUCTS
DRAW UP PLANS FUNCTIONAL AREAS BUSINESS - FINANCE - HELP ACHIEVE OBJECTIVES
ESTIMATE RESOURCE NEEDS PROPOSED PLAN
REDUCE CHANCE PROJECT FAILING
HIGHLIGHT PROBLEMS - TAKE ACTIONS
TACTICAL
SHORT TERM
TAKEN REGULARLY
LESS COMMITMENT
TYPES OF DECISIONS
PROGRAMMED
NON-PROGRAMMED
STRATEGIC
TACTICAL
INTUITIVE
HUNCH
SENSE - EXPEREINCE
QUICKLY, NEW SITUATION NOT MUCH DATA
RISKY MISTAKES / IRRATIONAL
STRATEGIC
LONG TERM
INVOLVE MAJOR COMMITMENT & RESOURCES
DIFFICULT REVERSE
MINTZBERG - INFORMATIONAL
MONITOR: SEARCH INFO RELEVANT BUISINESS / LOOK AFTER TEAM
DISSEMINATOR: PASS ON VALUABLE INFO
SPOKESPERSON: SPEAKS FOR ORGANISATION
DATA
SCIENTIFICALLY BASED DATA & OUTCOMES COMPARED INITIAL OBJECTIVES
REDUCES RISK EXPENSIVE MISTAKES
LOGICAL & STRUCTURED APPROACH
COSTLY & TIME CONSUMING
COLLECTING & ANALYSING DATA
DATA MUST BE RELIABLE
NON-PROGRAMMED
SITUATIONS UNSTRUCTURED
REQUIRE UNIQUE SOLOUTION
USUALLY RISKY
PROGRAMMED
DEAL PROBLEMS FAMILIAR WHERE INFO REQUIRED EASY OBTAIN
WELL STRUCTURED: PROCEDURES / RULES
RECORDING PROGRAMMS
EMPLOYEES KNOW HOW MUCH AND WHEN
4 BASIC PRINCIPLES MANAGEMENT
PLANNING
ORGANISING
DIRECTING
CONTROLLING
DEMOCRATIC
LEADER SHARING DECICIOSN MAKING ABILITIES
EMPLOYEES ENCOURAGED TAKE PARK
TWO WAY COMNNUCATION
OBAMA
MOTIVATES EMPLOYEES - PRODUCTIVITY / RAISING MORALE
COVERTLY MANIPULATE EMPLOYEES
NATURE COMPLEX
ORGANIZING
ASSEMBLING RESOURCES
MANAGEMENT DECIDE WHO DO WHAT
RESOURCES ESSENTIAL - PLAN CAREFULLY USE MINIMUM RESOURCES ACHIEVE
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