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Entrepreneurial company structure inizia ad imparare
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Structure is built around the owner manager.
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Functional company structure inizia ad imparare
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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.
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Divisional company structure: 3 The normal bases for splitting up an organisation into divisions are: inizia ad imparare
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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.
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inizia ad imparare
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A combination of a functional and a divisional structure.
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What Strategic apex want? for example, the board of directors inizia ad imparare
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What Technostructure want? The techno-structure, for example, would be responsible for writing procedures manuals, quality control manuals, accounting manuals, personnel manuals. inizia ad imparare
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What Operating core want? inizia ad imparare
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Mintzberg buidling blocks inizia ad imparare
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of accountants or lawyers there has to be a very close relationship between the people who do the work
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e.g. the accounts department inizia ad imparare
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What Strategic apex provides? for example, the board of directors inizia ad imparare
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What Technostructure provides? 2 inizia ad imparare
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Procedures and standards.
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What Operating core provides? the people who actually does the work inizia ad imparare
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What Middle line provides? inizia ad imparare
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What Support staff provides? e.g. the accounts department inizia ad imparare
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Structure in which Strategic apex dominate? inizia ad imparare
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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.
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Structure in which Technostructure dominate? The techno-structure, for example, would be responsible for writing procedures manuals, quality control manuals, accounting manuals, personnel manuals. inizia ad imparare
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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.
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Structure in which Operating core dominate? the people who actually does the work inizia ad imparare
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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.
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Structure in which Middle line dominate? inizia ad imparare
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inizia ad imparare
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Enterprise risk management
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inizia ad imparare
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Commercial transactions conducted electronically by mobile phone.
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Porter suggests 3 ways IT can affected industries: 3 inizia ad imparare
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New business might become possible. | Industry structure can be changed. | New ways of operating. Like auction sites. | Music industry. | On-line airline tickets booking
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4 inizia ad imparare
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Hacking. | Hardware. | Viruses. | Imput errors. 4. Either deliberate or accidental.
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3 inizia ad imparare
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Supplier selection. | Retain original disks. | License checking.
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inizia ad imparare
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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.
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Residual risk equation + example: inizia ad imparare
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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.
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E-commerce creates a much more efficient supply chain that benefits customers and manufactures. Companies can better serve customer needs and: 2 inizia ad imparare
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Carry fewer inventories. | Send products to market more quickly.
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4V inizia ad imparare
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volume | velocity | variety | veracity Veracity - zgodność z prawdą.
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Cloud technology drawbacks (except costs): 3 inizia ad imparare
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Regulatory risks. | Unauthorised access to data. | Reliance on the provider.
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E-branding differences from traditional branding. 3 +1 mój inizia ad imparare
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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.
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Acquiring customers in e-business. 3 inizia ad imparare
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Search engine marketing. | Viral marketing. | Evaluating online behaviour. also: opt-in emails | online partnership | online PR
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Managing customers in e-business. Ensuring that customers keep returning to a website relies upon: 3 inizia ad imparare
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Responsiveness. | Empathy. | Website reliability.
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Customer empathy in e-business can by improved through: 3 inizia ad imparare
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Personalisation. | Storing past transactions. | Supporting online communities.
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What is a business case document? inizia ad imparare
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A document which should be prepared for any project.
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Why a Business case document is a formal document? 3 inizia ad imparare
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To obtain funding for the project. | To compete with other projects for resources. | To improve planning.
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Which members of the Board have right to vote? inizia ad imparare
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All of them - executives and NEDs.
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3 inizia ad imparare
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Project sponsor. | Project manager. | Team members.
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Roles of Project sponsor: 3 inizia ad imparare
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Resource providing. | Changes approving. | Organisational goals communicating.
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Roles of project manager: 4 inizia ad imparare
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Business case building. | Executing the plan. | Team members managing. | Day-to-day job.
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Stages of Project control: 3 inizia ad imparare
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Create performance measures and targets. | Test performance at project gateways. | Take control actions if targets aren’t met.
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Potential control action for projects: 3 It is in responsibility of Project manager. inizia ad imparare
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Adding additional resources. | Scope reduction. | Adopting higher risk but potentially more efficient approach. + fast tracking | employee motivation
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2 inizia ad imparare
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Post project review. | Post implementation review. PPR | PIR
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Post project review (PPR) inizia ad imparare
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It reviews the performance of the project team.
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Post implementation review (PIR) inizia ad imparare
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It reviews the output from the project.
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2 inizia ad imparare
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Realignment | Transformation.
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inizia ad imparare
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2. [Types of change] inizia ad imparare
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Slow large changes. | Likely to be proactive due to the need for future change.
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[Types of change] inizia ad imparare
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2 | [Types of change] inizia ad imparare
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Large, fast change. | More likely to be reactive.
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2. | [Types of change] inizia ad imparare
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Fast change of limited consequences. | Often forced and reactive.
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Preparation for change. Three stages suggested by Lewin. 3 inizia ad imparare
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Unfreeze. | Change. | Refreeze.
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2 First step of preparation for changes by Lewin. inizia ad imparare
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First, management must first explain to people why change is needed. | And get them ready for change.
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3 Second step of preparation for changes by Lewin. inizia ad imparare
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Make changes. | This can be a relatively long period. | People will have to perhaps undergo retraining. Changes to strategy, processes, culture, etc.
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2 inizia ad imparare
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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.
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Emblems and titles examples. 2 inizia ad imparare
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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?
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[Cultural Web] inizia ad imparare
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Does your boss always tell you what to do or do you usually discuss what should be done and come to a consensus?
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Wide and flat organisational structure: 2 inizia ad imparare
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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.
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Control systems - questions. 2 | [Cultural Web] inizia ad imparare
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How carefully are you controlled?. How much are you allowed to use your own initiative?. | What reporting mechanisms are there?
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Rituals and routines example. inizia ad imparare
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Some telephone-sales orientated organisations have a ritual that people, for example, ring a bell whenever a sale is made.
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Myths and stories example: inizia ad imparare
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How in the past the company beat a powerful competitor.
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Organisational assumptions (The centre of Cultural Web). 2 inizia ad imparare
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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.
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3 inizia ad imparare
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Consider the organisational capabilities, | structure, | and ensure that these are suitable.
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3 inizia ad imparare
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IT capabilities, | Controls, | Software.
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3 inizia ad imparare
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Job descriptions, | Competencies, | culture.
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2 inizia ad imparare
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Analyse the value chain. | And understand the processes and their linkages.
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2 inizia ad imparare
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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.
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2 inizia ad imparare
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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.
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Kaleidoscope - Preservation inizia ad imparare
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Which aspects of the organisation work well and therefore are to be retained?
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inizia ad imparare
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Some parts of the organisation may be keen to embrace change whereas others resist and are protective of their current position.
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Kaleidoscope - Capability inizia ad imparare
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Can we do the change or we need outside experts?
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inizia ad imparare
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Do we have enough resources and time, money, and expertise or do we need to buy some in?
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inizia ad imparare
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Are staff members aware of the need for change and ready to embrace it?
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2 inizia ad imparare
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How much power does the change agent have? | If that person has to keep referring upwards to get guidance, then their power is undermined.
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Cost accounting characteristics: 3 inizia ad imparare
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Based on standard costing systems. | May be based on absorption, marginal or activity based systems. | Becoming increasingly out-of-date in modern manufacturing environments.
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Break even point equation: inizia ad imparare
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Total fixed costs minus Contribution.
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inizia ad imparare
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Budgeted sales minus Break even sales.
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Break even analysis key assumptions: 3 inizia ad imparare
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Assumes a constant selling price. | Ignores economies/diseconomies of scale. | Only relevant in the short term.
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Marginal decision making: 3 inizia ad imparare
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Accepting or rejecting special orders. | Closing a business unit. | Abandoning a project.
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Marginal decision making. Relevant costs and revenues must satisfy three criteria: 3 inizia ad imparare
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Cash, Incremental, Future.
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Problems with marginal decision making: 2 inizia ad imparare
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May need to consider opportunity costs. | Tax impact will be different.
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How to calculate Net Present Value? 2 inizia ad imparare
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Use a cost of capital and discount factors | to discount future cash flow to give the present value.
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How to calculate Accounting Rate of Return? inizia ad imparare
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Divide average profits | by the initial investment.
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How to calculate the Payback period? inizia ad imparare
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Determine how quickly the original cash injection is removed.
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How to calculate the IRR? 2 inizia ad imparare
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Determine the cost of capital | that provides a zero NPV.
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2 inizia ad imparare
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The project is long | and the cost of capital is known.
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Payback period has best use when? 2 inizia ad imparare
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The project is short | and cash is in short supply.
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inizia ad imparare
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The project has profit targets to meet.
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2 inizia ad imparare
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The project is long | and cost of capital has not yet be determined.
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inizia ad imparare
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Gives an absolute estimate of the impact on shareholder wealth
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Key advantage of Payback period inizia ad imparare
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Provides a minimum target for the project life.
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Enterprise risk management definition 2 inizia ad imparare
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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.
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inizia ad imparare
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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.
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Competition, or rivalry, can range from: inizia ad imparare
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Perfect competition to monopoly.
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Unusual resources examples: 3 inizia ad imparare
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Brands. | Knowhow. | Management information system (MIS) used for decision-making, and for the coordination, control, analysis, and visualization of information in an organization.
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Primary activities equate to...? Value chain analysis. inizia ad imparare
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inizia ad imparare
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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.
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BCG analysis suggests that Problem Child/Question mark that there is no...? inizia ad imparare
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there is no long-term future for this product if it has only a small market share.
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