Organisation & Management Summary - International Business - Chapter 1-10 - Organisation Strategy & HRM
4 views 0 purchase
Course
Organisation & Management
Institution
Hogeschool Windesheim (HW)
Book
Organisation and management an international approach
Extensive Organisation & Management Summary for IB students.
Covers chapter 1, 2, 3, 5, 6, 9, 10.
Perfect summary for 1st year International Business students.
ESTHETICS STATE BOARD EXAM CALIFORNIA 2021 EXAM 2024 WITH ACTUAL QUESTIONS AND COMPLETE 100% VERIFIED CORRECT AND WELL EXPLAINED ANSWERS WITH RATIONALES GRADED A+ BY EXPERTS LATEST VERSION 2024 WITH ...
Extensive summary of the chapter
Summary Organisation and Management 4th edition Jos Marcus 9789001895648 - Chapters 1 - 6, 8 &9
All for this textbook (17)
Written for
Hogeschool Windesheim (HW)
International Business
Organisation & Management
All documents for this subject (1)
Seller
Follow
dennisvisser
Content preview
Organisation & management
summary
Organisati on & Behaviour IB Year 1 Period 2
1
,Index
Chapter 1: The evolution of organisation and management thoughts...................................................6
1.1 Introduction..................................................................................................................................6
1.2: Origins of the field of study.........................................................................................................6
1.3: The development of trading and the emergence of multinational enterprises...........................7
1.4: schools of thought and personalities...........................................................................................7
1.5: events prior to the industrial revolution (400 BC-1900 AD).........................................................8
1.6: Frederick Taylor and scientific management (1900)....................................................................8
1.7: Henri Fayol and the general management theory (1900)............................................................9
1.8: Max Weber and the bureaucracy theory (1940)........................................................................10
1.9: Elton Mayo and the human relations movement (1945)...........................................................10
1.10: Rensis Likert (and others) and the neo-human relations approach (1950)..............................11
1.11: Kenneth Boulding and the systems approach..........................................................................12
1.12: Paul Lawrence, Jay Lorsch and the contingency approach (1965)...........................................12
1.13 Recent organisational theories.................................................................................................12
Chapter 2: Environmental influences...................................................................................................15
2.1: Organisations.............................................................................................................................15
2.1: Stakeholders..............................................................................................................................16
2.3: External Factors.........................................................................................................................16
2.3.1: Environmental factors........................................................................................................16
2.3.2: Technological factors..........................................................................................................17
2.3.3: Demographic factors..........................................................................................................17
2.3.4: Economic factors................................................................................................................17
2.3.5: Political factors...................................................................................................................17
2.3.6: Social factors.......................................................................................................................18
Chapter 3: strategic management........................................................................................................18
3.1: The strategic management process...........................................................................................18
3.2: The classical approach to strategic management......................................................................19
3.3: situational analysis (SWOT analysis)..........................................................................................19
3.3.1: Definition of the current vision, aims and strategy.............................................................19
3.3.2: Internal investigation as part of the situational analysis.....................................................21
3.3.3: External research as part of the situational analysis...........................................................23
3.4: Strategy formation.....................................................................................................................25
2
, 3.4.1: Strategy formation: determining a view of the future........................................................26
3.4.2: Strategy formation: development of different strategies...................................................26
3.4.3: Strategy formation: evaluation and choice of a strategy....................................................29
3.4.4: Strategy formation according to Porter..............................................................................29
3.5: Planning and implementation....................................................................................................30
3.5.1: Planning cycles....................................................................................................................31
3.5.2: From planning to introduction............................................................................................31
3.6: critical observations about the classic approach to strategic management..............................32
4. Strategic management in perspective..........................................................................................33
3.8: strategic management and business intelligence......................................................................35
H5 Individual and teams.......................................................................................................................36
5.1: People in organisations..............................................................................................................36
5.2: Motivation.................................................................................................................................36
5.2.1: Alderfer’s theory.................................................................................................................36
5.2.2: McClelland’s theory............................................................................................................36
5.2.3: Vroom’s expectancy theory................................................................................................37
5.3: Personality.................................................................................................................................37
5.3.1: Enneagram..........................................................................................................................38
5.3.2: Myers-Briggs Type indicator...............................................................................................38
5.3.3: The big five model (OCEAN model).....................................................................................39
5.4: Attitude......................................................................................................................................39
5.5: motivating people......................................................................................................................40
5.5.1: Motivating by means of financial incentives.......................................................................40
5.5.2: Motivation by means of task design...................................................................................40
5.5.3: Motivation by setting high objectives.................................................................................40
5.6: Emotional intelligence (EQ).......................................................................................................40
5.7: Overloading, stress, stress prevention and burnout..................................................................41
5.7.1: Overloading........................................................................................................................42
5.7.2: Stress..................................................................................................................................42
5.7.3: Stress prevention................................................................................................................42
5.7.4: Burnout...............................................................................................................................43
5.8: Intuition and creativity..............................................................................................................44
5.8.1: Intuition..............................................................................................................................45
5.8.2: Creativity.............................................................................................................................45
5.9: core quadrants..........................................................................................................................46
5.10: Groups and teams...................................................................................................................47
3
, 5.11: Characteristics of groups.........................................................................................................47
5.12: Team management and characteristics of successful teams...................................................48
..........................................................................................................................................................49
5.13: organisational conflict.............................................................................................................49
H6: Management..................................................................................................................................50
H6.1: The manager...........................................................................................................................51
H6.2: The manager within the organisation.....................................................................................51
H6.2.1: the manager’s tasks..........................................................................................................52
H6.2.2: Top managers...................................................................................................................52
H6.2.3: Middle management........................................................................................................53
H6.2.4: Managers in government.................................................................................................53
H6.3: The manager as a director of others.......................................................................................53
H6.3.1: Managers and power.......................................................................................................53
H6.3.2: Leadership........................................................................................................................54
H6.3.3: Leaderships styles............................................................................................................55
6.4: The manager as a person...........................................................................................................58
6.4.1: Career.................................................................................................................................58
6.4.2: Leisure activity....................................................................................................................58
6.4.3: Entrepreneurial management............................................................................................59
6.5: Management and ethics............................................................................................................59
6.6: Management and information..................................................................................................59
H9: organisational structure and design...............................................................................................61
H9.1: organising activities.................................................................................................................61
H9.2: Task division and coordination................................................................................................61
9.2.1: vertical task division............................................................................................................61
9.2.2: horizontal task division...........................................................................................................61
9.2.3: Authority, responsibility and delegation.............................................................................62
9.2.4: span of control....................................................................................................................63
9.2.5: Organisational diagrams.....................................................................................................63
9.3: organisational systems..............................................................................................................64
9.3.1: line organization.................................................................................................................64
9.3.2: line-staff organization.........................................................................................................65
9.3.3: Functional and line staff organization.................................................................................65
9.3.4: Line and staff committee organisation...............................................................................65
9.3.5: the matrix organisation......................................................................................................66
9.3.6: Project-based organisation.................................................................................................66
4
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 dennisvisser. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $11.24. You're not tied to anything after your purchase.
