質問  |
答え |
Entrepreneurial company structure 学び始める
|
|
Structure is built around the owner manager.
|
|
|
Functional company structure 学び始める
|
|
That simply means that people within the organisation are organised by a function. So there is a finance function, a manufacturing function, research and development function, sales function, and so on.
|
|
|
Divisional company structure: 3 The normal bases for splitting up an organisation into divisions are: 学び始める
|
|
Product | Geography | Customer. 3) For example some very large organisations have one division which deals with government contracts and another one which deals with private business contracts.
|
|
|
|
学び始める
|
|
A combination of a functional and a divisional structure.
|
|
|
What Strategic apex want? for example, the board of directors 学び始める
|
|
|
|
|
What Technostructure want? The techno-structure, for example, would be responsible for writing procedures manuals, quality control manuals, accounting manuals, personnel manuals. 学び始める
|
|
|
|
|
What Operating core want? 学び始める
|
|
|
|
|
|
Mintzberg buidling blocks 学び始める
|
|
of accountants or lawyers there has to be a very close relationship between the people who do the work
|
|
|
e.g. the accounts department 学び始める
|
|
|
|
|
What Strategic apex provides? for example, the board of directors 学び始める
|
|
|
|
|
What Technostructure provides? 2 学び始める
|
|
Procedures and standards.
|
|
|
What Operating core provides? the people who actually does the work 学び始める
|
|
|
|
|
What Middle line provides? 学び始める
|
|
|
|
|
What Support staff provides? e.g. the accounts department 学び始める
|
|
|
|
|
Structure in which Strategic apex dominate? 学び始める
|
|
a simple structure are typically flat Basic organizational design structure with low departmentalization, little work specialization, wide spans of control, centralized authority (typically the owner has most of the power) and little formalization or rules that govern operation.
|
|
|
Structure in which Technostructure dominate? The techno-structure, for example, would be responsible for writing procedures manuals, quality control manuals, accounting manuals, personnel manuals. 学び始める
|
|
Organisation dealing in mass produced products. The technostructure is large: quality control manuals, good financial internal control systems, health and safety rules, employee handbooks. The central middle line is also fairly long.
|
|
|
Structure in which Operating core dominate? the people who actually does the work 学び始める
|
|
A firm of accountants or a firm of lawyers. In such a structure, the middle line is very short and the techno-structure is very small. Because every client is unique there can’t be a lot of standardisation.
|
|
|
Structure in which Middle line dominate? 学び始める
|
|
|
|
|
|
学び始める
|
|
Enterprise risk management
|
|
|
|
学び始める
|
|
Commercial transactions conducted electronically by mobile phone.
|
|
|
Porter suggests 3 ways IT can affected industries: 3 学び始める
|
|
New business might become possible. | Industry structure can be changed. | New ways of operating. Like auction sites. | Music industry. | On-line airline tickets booking
|
|
|
|
4 学び始める
|
|
Hacking. | Hardware. | Viruses. | Imput errors. 4. Either deliberate or accidental.
|
|
|
|
3 学び始める
|
|
Supplier selection. | Retain original disks. | License checking.
|
|
|
|
学び始める
|
|
Firewalls. | Flow control. | Virus protection. | Data encryption. FFVDe In data communications, flow control is the process of managing the rate of data transmission between two nodes to prevent a fast sender from overwhelming a slow receiver.
|
|
|
Residual risk equation + example: 学び始める
|
|
Inherent risk less impact of risk controls. An example of residual risk is given by the use of automotive seat-belts. Installation and use of seat-belts reduces the overall severity and probability of injury. However, probability of injury remains when in use, that is, a remainder of residual risk.
|
|
|
E-commerce creates a much more efficient supply chain that benefits customers and manufactures. Companies can better serve customer needs and: 2 学び始める
|
|
Carry fewer inventories. | Send products to market more quickly.
|
|
|
|
4V 学び始める
|
|
volume | velocity | variety | veracity Veracity - zgodność z prawdą.
|
|
|
Cloud technology drawbacks (except costs): 3 学び始める
|
|
Regulatory risks. | Unauthorised access to data. | Reliance on the provider.
|
|
|
E-branding differences from traditional branding. 3 +1 mój 学び始める
|
|
It can evolve easily. | It requires more visual identity. | It needs to be easier to find. | Logo can be moving or flashing. Visual identity - communicating through pictures and graphics rather than text.
|
|
|
Acquiring customers in e-business. 3 学び始める
|
|
Search engine marketing. | Viral marketing. | Evaluating online behaviour. also: opt-in emails | online partnership | online PR
|
|
|
Managing customers in e-business. Ensuring that customers keep returning to a website relies upon: 3 学び始める
|
|
Responsiveness. | Empathy. | Website reliability.
|
|
|
Customer empathy in e-business can by improved through: 3 学び始める
|
|
Personalisation. | Storing past transactions. | Supporting online communities.
|
|
|
What is a business case document? 学び始める
|
|
A document which should be prepared for any project.
|
|
|
Why a Business case document is a formal document? 3 学び始める
|
|
To obtain funding for the project. | To compete with other projects for resources. | To improve planning.
|
|
|
Which members of the Board have right to vote? 学び始める
|
|
All of them - executives and NEDs.
|
|
|
|
3 学び始める
|
|
Project sponsor. | Project manager. | Team members.
|
|
|
Roles of Project sponsor: 3 学び始める
|
|
Resource providing. | Changes approving. | Organisational goals communicating.
|
|
|
Roles of project manager: 4 学び始める
|
|
Business case building. | Executing the plan. | Team members managing. | Day-to-day job.
|
|
|
Stages of Project control: 3 学び始める
|
|
Create performance measures and targets. | Test performance at project gateways. | Take control actions if targets aren’t met.
|
|
|
Potential control action for projects: 3 It is in responsibility of Project manager. 学び始める
|
|
Adding additional resources. | Scope reduction. | Adopting higher risk but potentially more efficient approach. + fast tracking | employee motivation
|
|
|
|
2 学び始める
|
|
Post project review. | Post implementation review. PPR | PIR
|
|
|
Post project review (PPR) 学び始める
|
|
It reviews the performance of the project team.
|
|
|
Post implementation review (PIR) 学び始める
|
|
It reviews the output from the project.
|
|
|
|
2 学び始める
|
|
Realignment | Transformation.
|
|
|
|
学び始める
|
|
|
|
|
|
2. [Types of change] 学び始める
|
|
Slow large changes. | Likely to be proactive due to the need for future change.
|
|
|
|
[Types of change] 学び始める
|
|
|
|
|
|
2 | [Types of change] 学び始める
|
|
Large, fast change. | More likely to be reactive.
|
|
|
|
2. | [Types of change] 学び始める
|
|
Fast change of limited consequences. | Often forced and reactive.
|
|
|
Preparation for change. Three stages suggested by Lewin. 3 学び始める
|
|
Unfreeze. | Change. | Refreeze.
|
|
|
|
2 First step of preparation for changes by Lewin. 学び始める
|
|
First, management must first explain to people why change is needed. | And get them ready for change.
|
|
|
|
3 Second step of preparation for changes by Lewin. 学び始める
|
|
Make changes. | This can be a relatively long period. | People will have to perhaps undergo retraining. Changes to strategy, processes, culture, etc.
|
|
|
|
2 学び始める
|
|
Let things settle down, have a period of calm and become stable in a new environment. | Make sure that people don’t slip back into old patterns of behaviour.
|
|
|
Emblems and titles examples. 2 学び始める
|
|
Do the members of the board have reserved parking spaces? | Do they have very large offices or do they tend to share an open plan office with other employees?
|
|
|
|
[Cultural Web] 学び始める
|
|
Does your boss always tell you what to do or do you usually discuss what should be done and come to a consensus?
|
|
|
Wide and flat organisational structure: 2 学び始める
|
|
The tall narrow organisation shape tends to result in organisations which are rather bureaucratic and formal. | Wide flat organisation tends to produce less formal cultures.
|
|
|
Control systems - questions. 2 | [Cultural Web] 学び始める
|
|
How carefully are you controlled?. How much are you allowed to use your own initiative?. | What reporting mechanisms are there?
|
|
|
Rituals and routines example. 学び始める
|
|
Some telephone-sales orientated organisations have a ritual that people, for example, ring a bell whenever a sale is made.
|
|
|
Myths and stories example: 学び始める
|
|
How in the past the company beat a powerful competitor.
|
|
|
Organisational assumptions (The centre of Cultural Web). 2 学び始める
|
|
Typical assumption is that we are the best, or we never fail or we never miss a deadline. | A hospital might have the assumption that it’s purpose is to provide healthcare irrespective of cost.
|
|
|
|
3 学び始める
|
|
Consider the organisational capabilities, | structure, | and ensure that these are suitable.
|
|
|
|
3 学び始める
|
|
IT capabilities, | Controls, | Software.
|
|
|
|
3 学び始める
|
|
Job descriptions, | Competencies, | culture.
|
|
|
|
2 学び始める
|
|
Analyse the value chain. | And understand the processes and their linkages.
|
|
|
|
2 学び始める
|
|
Do we have a long time, or is it urgent? | If urgent, the change process is likely to be one where people tend to be told what to do rather than having long discussions about what should be done.
|
|
|
|
2 学び始める
|
|
If most of organisation is affected then the change process is much more complex. | If it is more restricted the change process would be much easier.
|
|
|
Kaleidoscope - Preservation 学び始める
|
|
Which aspects of the organisation work well and therefore are to be retained?
|
|
|
|
学び始める
|
|
Some parts of the organisation may be keen to embrace change whereas others resist and are protective of their current position.
|
|
|
Kaleidoscope - Capability 学び始める
|
|
Can we do the change or we need outside experts?
|
|
|
|
学び始める
|
|
Do we have enough resources and time, money, and expertise or do we need to buy some in?
|
|
|
|
学び始める
|
|
Are staff members aware of the need for change and ready to embrace it?
|
|
|
|
2 学び始める
|
|
How much power does the change agent have? | If that person has to keep referring upwards to get guidance, then their power is undermined.
|
|
|
Cost accounting characteristics: 3 学び始める
|
|
Based on standard costing systems. | May be based on absorption, marginal or activity based systems. | Becoming increasingly out-of-date in modern manufacturing environments.
|
|
|
Break even point equation: 学び始める
|
|
Total fixed costs minus Contribution.
|
|
|
|
学び始める
|
|
Budgeted sales minus Break even sales.
|
|
|
Break even analysis key assumptions: 3 学び始める
|
|
Assumes a constant selling price. | Ignores economies/diseconomies of scale. | Only relevant in the short term.
|
|
|
Marginal decision making: 3 学び始める
|
|
Accepting or rejecting special orders. | Closing a business unit. | Abandoning a project.
|
|
|
Marginal decision making. Relevant costs and revenues must satisfy three criteria: 3 学び始める
|
|
Cash, Incremental, Future.
|
|
|
Problems with marginal decision making: 2 学び始める
|
|
May need to consider opportunity costs. | Tax impact will be different.
|
|
|
How to calculate Net Present Value? 2 学び始める
|
|
Use a cost of capital and discount factors | to discount future cash flow to give the present value.
|
|
|
How to calculate Accounting Rate of Return? 学び始める
|
|
Divide average profits | by the initial investment.
|
|
|
How to calculate the Payback period? 学び始める
|
|
Determine how quickly the original cash injection is removed.
|
|
|
How to calculate the IRR? 2 学び始める
|
|
Determine the cost of capital | that provides a zero NPV.
|
|
|
|
2 学び始める
|
|
The project is long | and the cost of capital is known.
|
|
|
Payback period has best use when? 2 学び始める
|
|
The project is short | and cash is in short supply.
|
|
|
|
学び始める
|
|
The project has profit targets to meet.
|
|
|
|
2 学び始める
|
|
The project is long | and cost of capital has not yet be determined.
|
|
|
|
学び始める
|
|
Gives an absolute estimate of the impact on shareholder wealth
|
|
|
Key advantage of Payback period 学び始める
|
|
Provides a minimum target for the project life.
|
|
|
Enterprise risk management definition 2 学び始める
|
|
the process of assessing risks to identify both threats to a company’s financial well-being and opportunities in the market. | The goal of an ERM program is to understand an organization's tolerance for risk, categorize it, and quantify it.
|
|
|
|
学び始める
|
|
Industries which had historically been separate come together so that more diverse others products or services are now offered by the same supplier. Examples can be airlines which now offer car hire, hotels, and insurance.
|
|
|
Competition, or rivalry, can range from: 学び始める
|
|
Perfect competition to monopoly.
|
|
|
Unusual resources examples: 3 学び始める
|
|
Brands. | Knowhow. | Management information system (MIS) used for decision-making, and for the coordination, control, analysis, and visualization of information in an organization.
|
|
|
Primary activities equate to...? Value chain analysis. 学び始める
|
|
|
|
|
|
学び始める
|
|
Value networks recognise that few companies stand alone and that what is ultimately supplied to and paid for by customers depends on activities carried on by many suppliers, distributors and, indeed, logistics companies. Graphics available.
|
|
|
BCG analysis suggests that Problem Child/Question mark that there is no...? 学び始める
|
|
there is no long-term future for this product if it has only a small market share.
|
|
|
