Volledige samenvatting van het vak 'managament en organisatie'. Gedoceerd door Johanna Vanderstraeten. De samenvatting is volledig en dit is heel handig aangezien de lessen niet opgenomen worden!
Nikita Cassimon 2e master geneesmiddelenontwikkeling: biofarmacie
Management & organisatie
Inhoud
Strategie.................................................................................................................................................3
Origins of strategy..............................................................................................................................3
The evolution of business strategy: two viewpoints...........................................................................3
Describing strategy with the five Ps (Mintzberg)................................................................................4
Corporate vs. Business strategy..........................................................................................................5
Some important concepts to define your strategy.............................................................................6
Economies of scale and scope........................................................................................................6
The industry chain..........................................................................................................................8
Concurrentievoordeel en waardecreatie................................................................................................8
What is value-created?.......................................................................................................................8
What is superior value?......................................................................................................................9
Value creation and competitive advantage........................................................................................9
Types of competitive advantage.......................................................................................................10
Competitive advantages in a hypercompetitive market...................................................................11
Externe analyse....................................................................................................................................13
Industry structure drives competition and profitability....................................................................13
Outside-in view – external analysis..................................................................................................13
Goal..............................................................................................................................................13
Methodology – 3C analysis...........................................................................................................13
Interne analyse en kerncompetities.....................................................................................................19
General background info & importance of an internal analysis........................................................19
Theoretical anchors..........................................................................................................................19
Middelen typologie (resource typology).......................................................................................19
The resource-based view of the firm............................................................................................21
How to perform an internal analysis?...............................................................................................22
Step 1: Identifying the resource configuration.............................................................................22
Step 2: Defining the external value of the organization’s competences.......................................23
Step 3: Assuring potential profit – value capturing.......................................................................23
Groei- en portfoliostrategie..................................................................................................................24
Inleiding............................................................................................................................................24
Corporate strategy............................................................................................................................24
BCG Growth Share Matrix.................................................................................................................25
MABA-matrix....................................................................................................................................25
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,Nikita Cassimon 2e master geneesmiddelenontwikkeling: biofarmacie
Evaluatie...........................................................................................................................................26
Duurzaamheid......................................................................................................................................26
Ethisch gedrag..................................................................................................................................26
Definitie........................................................................................................................................26
Invloeden op ethisch gedrag.........................................................................................................26
Maatschappelijk verantwoord ondernemen (MVO) en Shared Value Creation (SVC)......................27
Definitie MVO en SVC...................................................................................................................27
Benaderingen van MVO................................................................................................................28
Hoe MVO activiteiten ontplooien?...............................................................................................28
Circulaire economie..........................................................................................................................29
Definitie........................................................................................................................................29
5 business modellen.....................................................................................................................29
Cultuur..................................................................................................................................................29
Is culture a ‘side dish’?......................................................................................................................29
Internalisation leads to a common culture worldwide (or not)?..................................................29
The meaning of products to people in different cultures.............................................................30
What is ‘culture’? Towards a definition of culture............................................................................30
Human mental programming.......................................................................................................31
Elements of culture: cultural models............................................................................................31
Understanding cultural differences thanks to dimensions of national culture (Hofstede)...........31
Implications for management...........................................................................................................34
Organizational culture......................................................................................................................35
Opkomst van cultuur....................................................................................................................35
Doel van cultuur: functies.............................................................................................................35
Corporate culture.........................................................................................................................35
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,Nikita Cassimon 2e master geneesmiddelenontwikkeling: biofarmacie
Strategie
Origins of strategy
Military strategy:
‘Strategia’ (Greek) = ‘generalship’
Direction & purpose: Wat is het doel?
Effectively deploy resources: Welke middelen?
Coordinate decisions: Hoe kan iedereen in dezelfde richting werken?
Ex. Alexander de Grote, Napoleon, afval van bierproductie gebruiken om champignons te kweken
“If the leader is filled with high ambition and if he pursues his aims with audacity and strength of
will, he will reach them in spite of all obstacles”
“Two qualities are indispensable: first, an intellect that, even in the darkest hour, retains some
glimmerings of the inner light which leads to truth; and second, the courage to follow this faint
light wherever it may lead”
The evolution of business strategy: two viewpoints
Viewpoint Outside-in Inside-out
Industry analysis & competitive
Emphasis on firm resources &
positioning: central characteristics
capabilities
of the business environment =
competition
Essence
‘Hoe moet ik mij als bedrijf
‘Niet op omgeving focussen
positioneren op een markt
maar kijken waar ik als bedrijf
omgeving bestuderen en daarop
goed in ben’
bedrijf conditioneren’
Internal environment (within
Sources of profit External environment
the firm)
Perspective Industrial organization economics Resource-based view
For all Try to attain a competitive advantage
3
, Nikita Cassimon 2e master geneesmiddelenontwikkeling: biofarmacie
Clue: Best een combinatie van beiden competitief voordeel bekomen t.o.v. anderen binnen een
markt klant verwacht voordeel niet altijd positief verrast blijvend voordeel
Describing strategy with the five Ps (Mintzberg)
Richting, gids, werkwijze
Pad om van ‘hier tot daar’ te geraken als bedrijf
Plan ‘Wat wil ik als bedrijf?’
Intended strategy
Consistentie in gedrag doorheen de tijd
‘Wat heb ik al gedaan?’ Welk pad volg ik en hoe kan ik dit pad blijven volgen?’
Pattern
Realized strategy
Bepaalde producten lokaliseren op bepaalde markten
o Looking down: product meets customer
Position
o Looking out: kijken naar externe markt en op basis daarvan positie bepalen
Outside-in idee meenemen in strategie Ex. kijken wat er al wordt aangeboden
Een organisatie zijn fundamentele manier waarop ze dingen doen
‘Hoe ziet de organisatie de omgeving en hoe reageert ze hierop?’
Perspective
o Looking up: grote ondernemingsvisie
o Looking in: binnen de organisatie
Specifiek manoeuvre uitwerken om tegenstanders weg te werken
Ploy
Proberen jezelf duidelijk zichtbaar te maken voor de markt
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