Dit is een samenvatting van het boek Organisation and management, ISBN: 9669. Deze editie is de 2e druk en is geschreven door Jos Marcus & Nick van Dam. In dit document zijn de hoofdstukken 1 t/m 7 samengevat.
Organisation and management an International approach
Samenvatting / Summary International Business Management [Organization & Management, an international approach]
Management Summary
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Bedrijfseconomie
International business
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International Business Management
Summary of the chapters:
1–7
ISBN: 9789001809669, 2nd edition
Course: international business management
Study: Business Economics
Minor: International Business Management
,Chapter 1 – The evolution of organisations and management thoughts
Organisational behaviour: an interdisciplinary science that is concerned with the study of the
behaviour of organisations as well as the factors that determine this behaviour, and the manner in
which organisations can be directed.
1. Descriptive aspect: description of the behaviour of organisations, including motives and
consequences.
2. Prescriptive aspect: advice about organisational design and the best course of action to follow.
The schools of thought(filosofie) and personalities that have had the most influence on the
development of organisational behaviour are:
- Smith Wealth of nations, mercantilism: the possession of bullion (gold and money) was
the only measure of national wealth.
- Taylor Scientific Management: analysis of the activities that should be carried out and the
time and motion studies to be used. An organisation without men.
- Chaplin Modern Times (video)
- Mayo Human Relations Movement: rational approaches to managing work in
organisations.
- Hamel & Prahalad Core Competences: a harmonized combination of multiple resources
and skills that distinguish a firm in the marketplace.
Chapter 2 – Environmental influences
Influences from stakeholders on organisations:
- Buyers: the needs of the consumer often change and organisations must take such changes
into account when determining the composition and features of their product range.
- Suppliers (leveranciers): the organisation places demands on its suppliers in respect of
quality, price level and delivery time.
- Competition: competitors more or less determine the amount of flexibility organisations
have in the area of product features, pricing, quality, distribution channels, advertising etc.
- Financiers: organisations are often dependent on finance to maintain their activities, expand
operations and sometimes even remain in their existing form.
- Employees: the support and cooperation of employees will influence the choice of direction
the organisation takes, as well as its strategies in relation to social responsibility and social
policy.
- Special interest groups: this group of stakeholders includes those bodies that focus on the
interests of a particular group of people.
- Government authorities: these influence organisations, because they keep an eye on the way
that rules and legislation(wetgeving) issued by the government are adhered to by
organisations.
- Media: the attention of the media is directed at everything that takes place in society and
has any meaning for individuals. The media can have a big influence on public opinion. This
has led to many organisations setting up public relations departments which work closely
with the media to update them on their current activities.
2
, Chapter 3 – Strategic management
Strategic objectives: how are we going to progress?
Mission: what do we do?
Vision: where are we going?
Values: where do we stand for?
Mission statement: ‘What is the reason of our
existence ?’ The mission gives an indication of the
ident of the organisation. What the organisation
means for the stakeholders, what would the
stakeholders miss in case the organisation would
not be there anymore.
Vision statement: ‘Where are we going as an
organisation ?’ Vision is the shared ‘picture of the
future” and describes the scenarios of the direction
of the company in the coming 3 – 10 years. What
we stand for and what we go for.
Models for internal focus:
1. 7S-model (McKinsey): strategy, skills, staff, structure, systems, style, superordinate goals
2. Canvas model
Models for external focus:
1. DESTEP
2. Five forces approach (Porter): demonstrate how enterprises can analyse the market and
their competitors’ behaviour.
3. BCG portfolio analyses (BCG)
3
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