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samenvatting business administration 1-5

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  • Course
  • Management of the Facility Organisation
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  • Hanzehogeschool Groningen (Hanze)
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  • Bedrijfskunde integraal

Business administration, Peter Thuis & Rienk Stuive Chapter 1-5 in English Management of the facility organization, International Facility Management year 1 period 1.

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  • No
  • Chapter 1-5
  • November 8, 2015
  • 28
  • 2015/2016
  • Summary

Subjects

  • business administration
  • mfo
  • facility
  • ifm
  • year 1 period 1
  • summary

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  • Hanzehogeschool Groningen (Hanze)
  • Facility Management
  • Management of the Facility Organisation
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Business Administration
Chapter 1: the business and business
administration
1.1 The business
1.1.1 Organisation, business and enterprise
Organisation: an instance of human cooperation with a specific purpose
and the intention to be permanent

Business: an organisation, which produces goods and/or services or
engage in trade with the intention of putting these on the market for sale
(companies or firms)
 Non-profit business: attempt to deliver goods and/or services for
general use at the lowest possible cost
 For-profit business: realise a return on their products and/or services,
which are a result of their own efforts, that is higher than the costs
of making and delivering them  making a profit for business owner
as a reward for his investment (Enterprise)

1.1.2 Businesses are organisations
Businesses are organisations with four characteristics:
1. There are people in the organisation
2. There is cooperation in the organisation
 Synergy effect: the results from the total cooperative
arrangement is greater then the sum of the results from the
individual performances (de groep is meer dan de opstelsom van de
leden)
3. There is a purpose to the organisation
4. There is continuity in the organisation
 Going-concern assumption: when you make management
decisions you assume the continuity of the firm
Internal main objective: the continued existence of the firm
External main objective: providing a (societal) need

1.1.3 The simple operation of a business
Transformation process: input  throughput  output
Net profit margin: Net profit x 100%
Revenue
Net profit: when a business has paid all payments it retains an amount,
which is called the net profit
Revenue: unit x price: it has to do with everything that has been sold  on
top of the profit and loss statement
Black box approach: there is no indication how input is transformed into
the proper output. All you can see is what comes in and what comes out

,1.2 What is business administration?
Characteristics of business administration:
 It is all about business
 The business context is important
 It is multidisciplinary
 It is interdisciplinary
 It is a science
 It is a body of knowledge

1.2.1 Business administration is all about businesses
It is the area of administration that concerns the right way to organise, set
up and administer businesses. The centre of attention of this area is
businesses and how to run them.

1.2.2 The business context is important in business administration
The question how the context around a business is composed is important
in business administration.
Context: elements outside the business that nonetheless influence its
operation.
Businesses:
1. Have to adjust to that context
2. Try to influence the context (advertising)

1.2.3 Business administration is multidisciplinary
It is a sort of all-embracing specialisation that, where necessary, combines
other areas of specialisation.
Multidisciplinary: multi means many, many different disciplines coming
together.
Specialisms:
 Financial management
 Psychology
 Technology
 Purchasing knowledge
 Marketing and sales
 Operational research
 Communications
 Process management
 Law
 Sociology
 Facilities management
 Information science

1.2.4 business administration is interdisciplinary
It brings specialisms together, it first engages concepts and problems with
its own practitioners, and only then does it consult specialists in order to
see what sort of solutions they can offer.
Interdisciplinary: the linking of differing disciplines with each other.

,In order to avoid tunnel vision, you need a business administration
professional who not only knows less about a subject than a specialist, but
also knows more since he has knowledge of many other specialisms. 
Advantage and disadvantage

1.2.5 Business administration is a science and a body of
knowledge
Business administration is a science, which applies its own ideas and
definitions. The normal scientific rules of the game are applied.

Business administration is a body of knowledge that is all about real
problems and practical questions that need to be resolved.

1.2.6 this is Business administration
Business administration: the branch of science that concerns itself with the
organisation and context of businesses. Business administration comprises
a comprehensive (all-inclusive), multi- and interdisciplinary approach in
which attention is paid in a scientific manner to practically oriented
questions within businesses.

1.3 The business administration professional
1.3.1 Competencies of the business administration professional
Management competencies:
 Analytical insight
 Advisory ability
 Cooperative skills
 Communication skills
 Ability to lead
 Stress resistance

1.3.2 Professions for a business administration professional
Business administration professions:
 Consultant
 Independent entrepreneur
 (General) manager
 Policy worker
 Account manager
 Lobbyist
 Controller
 Recruiter
 Investment analyst
 Manager of product development for insurance products
 Personnel department employee
 Quality manager
 Secretary to top management
 Chairman of project team (project manger)

, Chapter 2: Primary activities in businesses
2.1 What are primary activities?
2.1.1 Different business processes
A process: a series of actions with a specific purpose. It has to do with a
series of happenings with a beginning and an end.
Input  output
Three aspects of processes:
1. Effectiveness: the intended effect and is this achieved?
2. Efficiency: how many resources are needed?
3. Management:

Primary and secondary activities:
1. Primary activities: the processes at the business’s core
2. Support activities: the processes that support the primary activities
3. Supervisory activities: also called management processes.
Controlling of processes.

Core activities, primary functions and the primary activities:
Businesses are all about its primary activities. These can be sub-divided
into sub-activities. These sub-activities are termed primary functions

2.1.2 Determining the primary activities
Which actions are necessary to carry out the business’s core activity, and
in which order?
 Purchasing
 Production
 Logistics
 Marketing
 Sales
 Services
These are the primary functions of the business.
Primary activities of the business have to do with all the actions (primary
functions) that must be carried out in order to bring about a product or
service.
Public service business: (hospital) also has primary activities intake,
diagnosis etc.

Depicting the primary activities schematically occurs quite often in
business administration. It provides a clear picture of the process and
shows clearly the relations between sub-processes.

It is important to distinguish the primary activities and the primary
functions. For all these sorts of organisational change it is important to
know what the primary activities are. They give you insight into the
essence of the business.

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