International management

1. Establish a sense of urgency

2. Create a guiding coalition

3. Develop a clear shared vision

4. Communicate the vision

5. Empower people to act on the vision

6. Create short term wins

7. Consodilate anbuild of the gains

8. Institutionalize the change

1. Be supportive

2. Operate with strong results orientations

3. Seek different perspectives

4. Solve problems effectively

Management --> what?

Leadership--> why?

Business Administration: how?

Is responsible for the operational aspects, direct and control resources towards common goals, ensures value is added at each stage of production or service, 

Recognize the problem/opportunity-->set objectives-->set and weight decisions criteria-->develop/identify alternatives-->compare alternatives and choose-->implement chosen alternative-->evaluate effectiveness of solution

1. Programmed decisions: repetitive decisions that can be handled by a routine approach

2. Non-Programmed decisions: require unique solutions, because the situation is usntructured, poorly defined

-Rational: Clear problem and goals, High degree of certainty, much information about costs

-Administrative/incremental: Vague problems/goals, high degree of uncertainty, little information about costs and benefits of alternatives, satisfying choice(good enough)

-Political: Conflict over goals, conflicting views concerning costs, choice by bargeining amongst players

-Garbage can: Environment highly uncertain, decisions require participants, problems, solutions to get choice opportunities

-Overconfidence

-Optimism

-Illusion of control

-Emotional attachement

-Escalating commitment

1. Autocratic: solve problem yourself

2. Information-seeking: information from subordinates then decide on the solution to the problem yourself

3. Consulting: get ideas from subordinates then decide yourself

4. Negotiating: you share the problem wiht subordinates as a group and obtain their collective ideas then you decide which may or may not reflect your subordinates ifnluence

5. Group: you share the problem and decide together with your subordinates as a group. you do not try to influence the group

1. Is one solution better than another?

2. Enough information available to make a high-quality decision?

3. Is the problem structured?

4. Is acceptance critical?

5.Is the decision accepted?

6. Do subordinates share company's goals?

7. Is conflict likely amongst subordinates over preffered solutions?

A strategy is developed to reach the goals to succeed against the competitors

actions that managers take to attain the goals of the firm

Profitability(reduce cost, add values and raise price) and profit growth (sell more in existing markets, enter new markets) strategies

adapting the organization to its business environment, providing direction, strategy formation and strategy implementation, is done at several levels (corporate strategy, individual business strategies), is fluid and complex

1. plan (pestel, swot, brainstorming)

2. ploy (outsmarting competitors)

3. pattern (learn from the past, create strategic advantage, USP analyses)

4. Position(competitive advantage analysis (swot, pestel, 5 forces, core competence)

5. perspective (subtantialö influence of organizational culture on strategic decisions making

1. Planning view (systematic process, makes extensive use of analytical tools and techniques, facts can be expresses or observed objectively

2. learning view (emergent or adaptive process which is appropriate for businesses in rapidly changin sectors, adaption, reacting to unexpected events, experimenting, result from actions taken one by one that converge in time in some sort of consistency pattern)

3. political view (not a objective process, limited comparison of options, bargaining between players)

managing the production and delivery of products and services. Systems and operations need to be repeatasble, consistent, reliable, efficient, competitive, compliant

Taking inputs (transforming resources and transformable resources) and vonvert them into outputs (goods, services, reputation etc.)

Volume(number of units), Variety(how many types or versions of a product), varation in demand (how volume of production varies with time), visiblitiy (how much of the manufacturing or delivery process does the customer see) 

pattern of decisions that shape the logn-term capability of the operation. It defines how the funciton will support the business strategy by ensuring the organization has the resources and competences to meet market requirements.

1. project systems: manufacturing a very small number of products(low volume), long duration to achieve an output, skilled people (construction projects)

2. job shop systems: low volume producing special product to customer specifications, high degree of flexibility, high unit cost (made-to-measure tailor)

3. batch operations: many different products are produced, orders are repeated from time to time (car-production with customized equipment

4. Mass production and continuous manufacturing: automatic production lines, high rates of output, low unit costs, little flexibility (newspapers, mobile phones, food products)

1. professional services: high-contact operations,  customer spend a lot of time in the process, high levels of customization (legal services, healthcsre)

2. service shops: less customization, larger volumes of customers with similar needs, limited skills and knowledge (restaurants, hotels)

3. mass services: very limited contact time, little or no customization, low skilled people (call centers, supermarkets)

Product being produced is massive, movement of the material fom process to process is impossible (football stadium, oil irg)

similar process types together in departments by which flexibility and concentration of process expertise can be gained. this is appropiate for job shop or small batch operations

each component of product is produced after one another in a line. --> very low unit costs. This form is appropiate for mass productions (sugar production, self-service cafeteria)

modified form of product layout, product produces in cell or group layout have similar process sequencing requirements as the product layout but may look different (vw production) this is appropiate for small-to medium- batch operations

Creating capacity, setting standards, materials, scheduling, control

1. setting objectives

2. measuring

3. comparing

4. acting

quality is based on the requirements of the customer

Functionality, performance, reliability, durability, customization, appearance, image

Responsivenes, assurance, empathy

winning--> features that are regarded by customer as a key reason to buy the product

qualifying--> if criteria are not present at certain level, it may disqualify product

Process from initial raw material to the ultimate consumption of the finished product. 

supplier--manufacturer---distributor---retailer---customer