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Documenti di Professioni
Documenti di Cultura
ORGANISATIONAL MANAGEMENT
Aim of Paper
1
Syllabus
2
Exam Format
3
Session 1 The Different Purposes
of Organisations
4
Overview Session One
5
What is an organisation?
6
Different types of organisation
7
Mission, vision and objectives
8
Creating value for stakeholders
9
Session 2 Organisational Structure
10
Overview Session Two
Organisational structure
• What is organisational structure?
• Mintzberg’s effective organisation
• Types of structure
• Structural dimensions
• Organisational forms and boundaries
11
What is organisational structure?
12
Mintzberg’s effective organisation
13
Types of structure
14
Structural dimensions
15
Organisational forms and boundaries
16
Organisational forms and boundaries
17
Organisational forms and boundaries
18
Session 3 Governance, regulation,
ethics and corporate
social responsibility
19
Overview Session Three
20
Stakeholders
Internal, e.g.
employees and
managers
Connected,
External, e.g.
e.g.
local
shareholders,
community,
customers and
government
suppliers
21
Ethics
22
CSR and sustainable development
23
Corporate governance
24
Corporate governance continued
Systems of corporate
governance
25
The impact of regulation on the firm
Regulation should
be:
26
Regulation continued
Regulation in the
UK
27
Regulation continued
International
regulation
28
Business/government relations
29
Session 4 The Purpose of the
Finance Function
30
Overview Session Four
•Activities
•Components
•Conflict within the finance function
31
Activities
32
Components
33
Conflict within the finance function
34
Session 5 The Contemporary
Transformation of the
Finance Function
35
Overview Session Five
36
Changes in the finance function
37
Driving forces for change
Management structure
Technology
Competition.
38
Bureaucratic to market orientation
39
Outsourcing
40
Outsourcing continued
Improvements in quality
41
Offshoring
42
Business process re-engineering (BPR)
43
Session 6 The Purpose and
Management of the
Technology and
Information Function
44
Overview Session Six
45
Information and information systems
46
Evaluating a new information system
47
Systems development
48
Systems implementation
Four methods of
system changeover
49
Systems implementation continued
Advantages Disadvantages
50
System maintenance
Three methods of
system maintenance
51
IS implementation – avoiding user resistance and
non-usage
Reasons for project failure:
Insufficient user involvement
Lack of management support
Project too complex
Poor planning
Unrealistic deadlines
Poor monitoring and control
IT staff don’t have the necessary management skills
52
IS implementation – avoiding user resistance and
non-usage continued
Kotter, Schlesinger and Sache identified six methods of
dealing with resistance:
Education and communication
Participation
Facilitation and support
Negotiation
Manipulation and co-optation
Power/ coercion
53
IS outsourcing
54
Privacy and security
55
Privacy and security continued
56
Ethics and IT/ IS
57
IT enabled transformation
IT enabled
transformation
58
IT enabled transformation continued
59
IT enabled transformation continued
60
Session 7 Emerging IS Trends and
their Role in Supporting
Organisational Strategy
and Operations
61
Overview Session Seven
• E-business
• Managing knowledge
• Customer relationship management (CRM) systems
• Wireless and hand-held technology
• Cloud computing
• Social media
• Big Data
62
E-business
Digital goods are any goods that are stored, delivered and used in
an electronic format, e.g. e-books and music downloads.
63
Managing knowledge
64
CRM systems
65
Wireless and hand-held technology
Firms have:
made websites tablet friendly
developed apps
used tablets to access key information.
66
Cloud computing
67
Social media
68
Big Data
69
Big Data continued
70
Big Data continued
71
Session 8 The Purpose of the
Operations Function
72
Overview Session Eight
• Definitions
• The four V’s of operations
• Porter’s value chain
• Sourcing strategies
• Purchasing vs supply
• Reck and Long’s strategic positioning tool
• Cousin’s strategic supply wheel
• Relationships with suppliers
• Process design
• Sustainability in operations management
• CSR and operations management
73
Definitions
74
The four V’s of operations
75
Porter’s Value Chain
76
Porter’s Value Chain continued
Infrastructure
Human Resource Management
Technology
Margin
Procurement
77
Sourcing strategies
Strategy Explanation
Single The organisation chooses one source of
sourcing supply
Multiple The organisation chooses several sources
sourcing of supply
Delegated The organisation chooses one supplier
sourcing and this supplier co-ordinates and works
with other suppliers to ensure the supply
requirements are fulfilled
Parallel The organisation uses a mix of the three
sourcing approaches
78
Purchasing vs supply
Purchasing Supply
• Concentrates on the day to A more modern approach dealing
day buying of goods with issues beyond the day to day,
• Emphasis in on price, quality for example:
and accurate delivery of goods • planning and implementation of a
• May be viewed as an out of supply strategy
date approach to supply chain • managing the overall supply
management process
• considering the appropriateness
of outsourcing arrangements
• investigating whether strategic
partnerships could be developed
• the number of suppliers to use
79
Reck and Long’s Strategic Positioning Tool
Passive
Independent
Supportive
Integrative
80
Cousins’ Strategic Supply Wheel
Structure
Performance
Relationships
measures
Strategy
Competences Cost/benefit
81
Relationships with suppliers
82
Process design
Change
Supply
to reflect
Process chain
BPR TQM Kaizen processes
maps managem
not
ent
functions
83
Sustainability in operations management
84
CSR and operations management
85
Session 9 Tools and Techniques of
Operations
Management
86
Overview Session Nine
87
Managing operational capacity
88
Forecasting demand
89
Inventory management systems
Methods of managing
inventory
90
Process technology
91
Layout and flow
92
Work study
93
What is quality?
94
Quality related costs
95
TQM
Fundamental features:
Prevention of errors before they occur
Continual improvement
Real participation by all
Commitment of senior management
96
TQM continued
TQM techniques:
Quality circles
Kaizen
5-S practice
Six sigma
97
TQM continued
1. Senior 2. Establish 3.
4. Establish 5. 6. Monitor
management quality steering Presentations
quality circles Documentation progress
consultancy committee and training
98
Quality control
99
Lean management
100
Lean management continued
Characteristics Criticisms
• Improved production • High initial outlay
scheduling • Requires a change in
• Small batch or continuous culture
production • Part adoption
• Continuous improvement • Cost may exceed benefit
• Zero inventory
• Zero waiting time
101
Lean management continued
Six sigma
Cellular
manufacturing JIT
TPM Kaizen
5-S practice
102
JIT
103
Reverse logistics
104
Session 10 Introduction to
Marketing
105
Overview Session Ten
106
Approaches to selling a product
107
Understanding the marketing environment
108
Consumer behaviour
Information Search
Evaluating Alternatives
Decision to purchase
109
Theories of consumer behaviour
Cognitive
paradigm
theory
Learned Habitual
behaviour decision-
theory making
110
Factors affecting buying decision
Socio/cultural
influences, e.g.
reference groups,
role models, family
Personal Psychological
influences, e.g. influences, e.g.
age, family motivation,
status, beliefs and
occupation attitudes
111
Types of buyer behaviour
112
Session 11 The Market Planning
Process and the
Marketing Mix
113
Overview Session Eleven
114
The market planning process
Situation analysis
Review mission/objectives
115
Market segmentation
116
Market segmentation continued
117
Targeting
118
Positioning
119
Market research
Market research is the way in which organisations find out
what their customers and potential customers need, want and
care about.
Data gathering techniques
120
The marketing mix
122
Product
Terms
• Product item: the individual product
• Product line: a collection of product items that are
closely related
• Product mix: total product lines. Consists of:
-width: the number of product lines
-depth: the number of product items within each
product line
123
Product continued
Sales
Intro Growth Maturity Decline
Time
124
Product continued
125
Pricing
126
Promotion
127
Promotion continued
128
Promotion continued
Three classes
of marketing
communication
Personal and direct: one way Personal and interactive: a
communication with the one to one dialogue between
customer, e.g. by letter the salesperson and customer
129
Place
130
Branding
Brand equity is the premium that customers are willing to pay for a brand
compared to a similar, generic product.
131
Branding continued
132
Big Data
133
Session 12 Further aspects of
marketing
134
Overview Session Twelve
135
Differences between B2B and B2C
Derived
demand
from
consumer
market
Technical Fewer
complexity Features of buyers
B2B
compared
to B2C
marketing
Closer
relationship High
between purchasing
buyers and power
sellers
136
Internal marketing
137
Marketing sustainability and ethics
138
Social marketing and corporate social
responsibility
Acts as a
unique selling
point
Advantages of Increased
Change before adopting a sales, e.g.
new legislation socially customers may
is introduced responsible be willing to
approach pay more
Lower costs,
e.g. due to
using less
packaging
139
Marketing in a not for profit context
Within the UK, political reforms have pushed the public sector into a more
commercial and managerial style meaning some managers need to make
marketing decisions.
140
Session 13 An Introduction to
Human Resource
Management
141
Overview Session Thirteen
• Definitions
• Human resource planning
• HR in different organisations
• The HR cycle
• Recruitment
• Selection
• Induction
142
Definitions
143
Human Resource Planning
Stage 5: Review
144
HR in different organisations
145
The HR cycle
146
Recruitment
147
Recruitment continued
Competency frameworks attempt to identify all the competencies that are required by
anyone taking on a particular role within the organisation.
A person specification is developed as part of the recruitment process. It defines the
personal characteristics, qualifications and experience required by the job holder in
order to do the job well. It therefore becomes the specification for the attributes sought
in a successful candidate for the job, a blueprint for the perfect person to fill the role.
Rodgers recommended that the following categories should be covered in a person
specification:
Background/ circumstances
Attainments
Disposition
Physical make-up
Interests
General intelligence
Special attributes
148
Selection
149
Selection continued
Application
form
Selection
References interview
Selection
methods
150
Induction
Benefits include:
• Quick assimilation of employees into the organisation
• The process reassures employees which increases
motivation/ performance
• Increased employee commitment
• Reduces staff turnover
151
Session 14 Appraisal, Training,
Development,
Motivation and
Retention
152
Overview Session Fourteen
• Appraisals
• Training and development
• Reward systems
• Workforce flexibility
• Knowledge workers
• Employee involvement
• Psychological contracts
153
Appraisals
154
Appraisals continued
155
Training and development
156
Training and development continued
Concrete Experience
Concept Creation
157
Reward systems
Motivation
To comply
with Attract/retain
legislation/ quality staff
regulation
Aims of a
To achieve reward system Consistency
organisational and fairness
goals
Recognise
factors other Reward
than job performance
performance
158
Reward systems continued
159
Training and development continued
The stages in the training and development process:
1. Identify training
and development
needs
4. Deliver the
3. Plan the training
training
160
Workforce flexibility
Numerical
flexibility
Task or
functional
flexibility
161
Knowledge workers
162
Employee involvement
163
Handy’s psychological contracts
164
Session 15 Employment practices,
HR roles and ethics
165
Overview Session Twelve
• Employee practices
• HR roles
• Ethics
166
Dismissal
167
Redundancy
169
Ethics
170