сұрақ  |
жауап |
Entrepreneurial company structure оқуды бастаңыз
|
|
Structure is built around the owner manager.
|
|
|
Functional company structure оқуды бастаңыз
|
|
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: оқуды бастаңыз
|
|
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.
|
|
|
|
оқуды бастаңыз
|
|
A combination of a functional and a divisional structure.
|
|
|
What Strategic apex want? for example, the board of directors оқуды бастаңыз
|
|
|
|
|
What Technostructure want? The techno-structure, for example, would be responsible for writing procedures manuals, quality control manuals, accounting manuals, personnel manuals. оқуды бастаңыз
|
|
|
|
|
What Operating core want? оқуды бастаңыз
|
|
|
|
|
|
Mintzberg buidling blocks оқуды бастаңыз
|
|
of accountants or lawyers there has to be a very close relationship between the people who do the work
|
|
|
e.g. the accounts department оқуды бастаңыз
|
|
|
|
|
What Strategic apex provides? for example, the board of directors оқуды бастаңыз
|
|
|
|
|
What Technostructure provides? 2 оқуды бастаңыз
|
|
Procedures and standards.
|
|
|
What Operating core provides? the people who actually does the work оқуды бастаңыз
|
|
|
|
|
What Middle line provides? оқуды бастаңыз
|
|
|
|
|
What Support staff provides? e.g. the accounts department оқуды бастаңыз
|
|
|
|
|
Structure in which Strategic apex dominate? оқуды бастаңыз
|
|
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. оқуды бастаңыз
|
|
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 оқуды бастаңыз
|
|
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? оқуды бастаңыз
|
|
|
|
|
|
оқуды бастаңыз
|
|
Enterprise risk management
|
|
|
|
оқуды бастаңыз
|
|
Commercial transactions conducted electronically by mobile phone.
|
|
|
Porter suggests 3 ways IT can affected industries: 3 оқуды бастаңыз
|
|
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 оқуды бастаңыз
|
|
Hacking. | Hardware. | Viruses. | Imput errors. 4. Either deliberate or accidental.
|
|
|
|
3 оқуды бастаңыз
|
|
Supplier selection. | Retain original disks. | License checking.
|
|
|
|
оқуды бастаңыз
|
|
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: оқуды бастаңыз
|
|
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 оқуды бастаңыз
|
|
Carry fewer inventories. | Send products to market more quickly.
|
|
|
|
4V оқуды бастаңыз
|
|
volume | velocity | variety | veracity Veracity - zgodność z prawdą.
|
|
|
Cloud technology drawbacks (except costs): 3 оқуды бастаңыз
|
|
Regulatory risks. | Unauthorised access to data. | Reliance on the provider.
|
|
|
E-branding differences from traditional branding. 3 +1 mój оқуды бастаңыз
|
|
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 оқуды бастаңыз
|
|
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 оқуды бастаңыз
|
|
Responsiveness. | Empathy. | Website reliability.
|
|
|
Customer empathy in e-business can by improved through: 3 оқуды бастаңыз
|
|
Personalisation. | Storing past transactions. | Supporting online communities.
|
|
|
What is a business case document? оқуды бастаңыз
|
|
A document which should be prepared for any project.
|
|
|
Why a Business case document is a formal document? 3 оқуды бастаңыз
|
|
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? оқуды бастаңыз
|
|
All of them - executives and NEDs.
|
|
|
|
3 оқуды бастаңыз
|
|
Project sponsor. | Project manager. | Team members.
|
|
|
Roles of Project sponsor: 3 оқуды бастаңыз
|
|
Resource providing. | Changes approving. | Organisational goals communicating.
|
|
|
Roles of project manager: 4 оқуды бастаңыз
|
|
Business case building. | Executing the plan. | Team members managing. | Day-to-day job.
|
|
|
Stages of Project control: 3 оқуды бастаңыз
|
|
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. оқуды бастаңыз
|
|
Adding additional resources. | Scope reduction. | Adopting higher risk but potentially more efficient approach. + fast tracking | employee motivation
|
|
|
|
2 оқуды бастаңыз
|
|
Post project review. | Post implementation review. PPR | PIR
|
|
|
Post project review (PPR) оқуды бастаңыз
|
|
It reviews the performance of the project team.
|
|
|
Post implementation review (PIR) оқуды бастаңыз
|
|
It reviews the output from the project.
|
|
|
|
2 оқуды бастаңыз
|
|
Realignment | Transformation.
|
|
|
|
оқуды бастаңыз
|
|
|
|
|
|
2. [Types of change] оқуды бастаңыз
|
|
Slow large changes. | Likely to be proactive due to the need for future change.
|
|
|
|
[Types of change] оқуды бастаңыз
|
|
|
|
|
|
2 | [Types of change] оқуды бастаңыз
|
|
Large, fast change. | More likely to be reactive.
|
|
|
|
2. | [Types of change] оқуды бастаңыз
|
|
Fast change of limited consequences. | Often forced and reactive.
|
|
|
Preparation for change. Three stages suggested by Lewin. 3 оқуды бастаңыз
|
|
Unfreeze. | Change. | Refreeze.
|
|
|
|
2 First step of preparation for changes by Lewin. оқуды бастаңыз
|
|
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. оқуды бастаңыз
|
|
Make changes. | This can be a relatively long period. | People will have to perhaps undergo retraining. Changes to strategy, processes, culture, etc.
|
|
|
|
2 оқуды бастаңыз
|
|
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 оқуды бастаңыз
|
|
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] оқуды бастаңыз
|
|
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 оқуды бастаңыз
|
|
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] оқуды бастаңыз
|
|
How carefully are you controlled?. How much are you allowed to use your own initiative?. | What reporting mechanisms are there?
|
|
|
Rituals and routines example. оқуды бастаңыз
|
|
Some telephone-sales orientated organisations have a ritual that people, for example, ring a bell whenever a sale is made.
|
|
|
Myths and stories example: оқуды бастаңыз
|
|
How in the past the company beat a powerful competitor.
|
|
|
Organisational assumptions (The centre of Cultural Web). 2 оқуды бастаңыз
|
|
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 оқуды бастаңыз
|
|
Consider the organisational capabilities, | structure, | and ensure that these are suitable.
|
|
|
|
3 оқуды бастаңыз
|
|
IT capabilities, | Controls, | Software.
|
|
|
|
3 оқуды бастаңыз
|
|
Job descriptions, | Competencies, | culture.
|
|
|
|
2 оқуды бастаңыз
|
|
Analyse the value chain. | And understand the processes and their linkages.
|
|
|
|
2 оқуды бастаңыз
|
|
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 оқуды бастаңыз
|
|
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 оқуды бастаңыз
|
|
Which aspects of the organisation work well and therefore are to be retained?
|
|
|
|
оқуды бастаңыз
|
|
Some parts of the organisation may be keen to embrace change whereas others resist and are protective of their current position.
|
|
|
Kaleidoscope - Capability оқуды бастаңыз
|
|
Can we do the change or we need outside experts?
|
|
|
|
оқуды бастаңыз
|
|
Do we have enough resources and time, money, and expertise or do we need to buy some in?
|
|
|
|
оқуды бастаңыз
|
|
Are staff members aware of the need for change and ready to embrace it?
|
|
|
|
2 оқуды бастаңыз
|
|
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 оқуды бастаңыз
|
|
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: оқуды бастаңыз
|
|
Total fixed costs minus Contribution.
|
|
|
|
оқуды бастаңыз
|
|
Budgeted sales minus Break even sales.
|
|
|
Break even analysis key assumptions: 3 оқуды бастаңыз
|
|
Assumes a constant selling price. | Ignores economies/diseconomies of scale. | Only relevant in the short term.
|
|
|
Marginal decision making: 3 оқуды бастаңыз
|
|
Accepting or rejecting special orders. | Closing a business unit. | Abandoning a project.
|
|
|
Marginal decision making. Relevant costs and revenues must satisfy three criteria: 3 оқуды бастаңыз
|
|
Cash, Incremental, Future.
|
|
|
Problems with marginal decision making: 2 оқуды бастаңыз
|
|
May need to consider opportunity costs. | Tax impact will be different.
|
|
|
How to calculate Net Present Value? 2 оқуды бастаңыз
|
|
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? оқуды бастаңыз
|
|
Divide average profits | by the initial investment.
|
|
|
How to calculate the Payback period? оқуды бастаңыз
|
|
Determine how quickly the original cash injection is removed.
|
|
|
How to calculate the IRR? 2 оқуды бастаңыз
|
|
Determine the cost of capital | that provides a zero NPV.
|
|
|
|
2 оқуды бастаңыз
|
|
The project is long | and the cost of capital is known.
|
|
|
Payback period has best use when? 2 оқуды бастаңыз
|
|
The project is short | and cash is in short supply.
|
|
|
|
оқуды бастаңыз
|
|
The project has profit targets to meet.
|
|
|
|
2 оқуды бастаңыз
|
|
The project is long | and cost of capital has not yet be determined.
|
|
|
|
оқуды бастаңыз
|
|
Gives an absolute estimate of the impact on shareholder wealth
|
|
|
Key advantage of Payback period оқуды бастаңыз
|
|
Provides a minimum target for the project life.
|
|
|
Enterprise risk management definition 2 оқуды бастаңыз
|
|
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.
|
|
|
|
оқуды бастаңыз
|
|
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: оқуды бастаңыз
|
|
Perfect competition to monopoly.
|
|
|
Unusual resources examples: 3 оқуды бастаңыз
|
|
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. оқуды бастаңыз
|
|
|
|
|
|
оқуды бастаңыз
|
|
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...? оқуды бастаңыз
|
|
there is no long-term future for this product if it has only a small market share.
|
|
|
