Class notes
Samenvatting Management colleges BMO
- Course
- Institution
Summary of all Management Colleges. Please note that the marketing colleges are available separately or in the bundle!
[Show more]
Seller
Follow
LarsvdHorst
Reviews received
Content preview
College 1 managementWat is een organisatie?
• Doelgericht
• Divisie van werk/taken
• Duidelijke grenzen binnen een organisatie
Pestel-analysis: Macro-environmental factors die de organisatie beïnvloeden
- P olitical
- E conomic
- S ocial
- T echnological
- E cological
- L egal
Pestel-analysis is een belangrijke strategische analyse tool die de effecten van externe beïnvloedende
factoren evalueert voor jouw eigen bedrijf.
Industry/sector
• Evaluation of the attractiveness of industries. Which should you enter, which should you
leave?
• Identifying the right industry (converging and complementary industries)
• What influence can be exercised in the industry?
Typen concurrentie (Porter, 1980) (Markt betreden ja/nee)
• Bestaande bedrijven (markt-intern)
• Toetreders (potentieel)
• Substituten (potentieel)
• Klanten (markt-extern)
• Toeleveranciers (markt-extern)
Stakeholder-management steps
1. Identification of stakeholders
2. Grouping and ordering of stakeholders
3. Characterizing stakeholders
4. Evaluating stakeholders and their importance
5. Deciding for norm strategies related to specific stakeholder groups
6. Deciding on specific strategies for single stakeholders
7. Coordination, implementation and control
Stakeholder map
,Management 2 (Jasmina Rueger)
Probleem: Verschil tussen bestaande en gewenste situatie.
Problem identification: Comparison between current reality and some standard
o Past performance Decision making proces
o Previously set goals
o Other organisations
Common decision-making errors and bias
• Overconfidence
Thinking you know more than you do.
Unrealistically positive views of yourself
• Availability bias
Remembering events that are most
recent in your memory
• Immediate Gratification
Wanting immediate rewards, quick payoff
• Representation bias
Likelihood of an event based on how closely it resembles other events
• Anchoring effect
Fixate on initial information. Fail to adjust to new information later
• Selective perception
Seeing what you want to see, ignoring the opposing view
• Confirmation bias
Interpret information in a way that confirms your own assumptions
• Framing bias
Selecting and highlighting certain aspects while disregarding others
• Randomness bias
Trying to find meaning in random events
• Sunk costs error
Forgetting that current choices cannot correct the past, accept losses
• Self-serving bias
Taking credit for successes but blaming failures on outside factors
• Hindsight
Falsely believing that you would have accurately predicted the outcome after it is known
Rational Model Bounded rationality
MUST act Rationally Rational decisions but limited by ability
“perfect world” to process information
Logical and consistent choices Accept solutions are good enough rather than
to maximise value try to perfect (waste resources and time)
Benaderingen voor het nemen van beslissingen: Intuitie
• Experience based decisions
Managers make decisions based on their past experiences
• Affect-initiated decisions
Managers make decisions based on their feelings or emotions
• Cognitive based decisions
, Managers make decisions based on skills, knowledge and training
• Value or ethics-based decisions
Managers make decisions based on ethical values or culture
• Subconscious mental processing
Managers use date from their subconscious mind
Structured Problem Unstructured Problem
Straightforward and simple New and unusual
o Clear goal o Unclear goal
o Familiar Problem o Unfamiliar Problem
o Information is well defined and o Information is ambiguous and incomplete
complete Non-programmed decision
Programmed decision Unique and non-recurring decision requires a
Repetitive decision that can be handled using a custom-made approach
routine approach o At the top level, most problems managers
o Relies on previous solutions face are non-programmed
o Decision-making process is much
shorter
Solving structured problems
1. Procedures
Series of interrelated, sequential steps
> clear problem clear procedure
2. Rules
Explicit statement that tells what can
and cannot be done > simply to follow,
ensuring consistency
3. Policies
Guidelines for making decisions > often
open to personal interpretation
Advantages group decision-making Disadvantages group decision-making
More complete information Time-consuming
Diverse experiences and perspectives Minority domination
More alternatives generated Ambiguous responsibility
Increased acceptance (involvement) Pressure to conform → Groupthink
Increased legitimacy
Groupthink: Een vorm van aanpassen waarbij betrokkenen hun afwijkende, impopulair en
minderheidsstandpunt achterhouden om de indruk van overeenstemming te geven.
Why plan?
o Coordinated efforts
o Reduced uncertainty
o Reduced overlap
o Goals and standards
Types of plans
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying these notes from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller LarsvdHorst. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $3.71. You're not tied to anything after your purchase.
Can Stuvia be trusted?
4.6 stars on Google & Trustpilot (+1000 reviews)
59804 documents were sold in the last 30 days
Founded in 2010, the go-to place to buy study notes for 15 years now