Organisation and Management An International Approach

Transcription

1 Nick van Dam Jos Marcus Organisation and Management An International Approach Noordhoff Uitgevers Groningen Houten

2 About the authors & acknowledgements V Introduction 1 1 The evolution of organisation and management thoughts Introduction Origins of the field of study The development of trading and the emergence of multinational enterprises Schools of thought and personalities Events prior to the industrial revolution (400 BC-1900 AD) Frederick Taylor and scientific management (± 1900) Henry Fayol and the general management theory (± 1900) Max Weber and the bureaucracy theory (± 1940) Elton Mayo and the human relations movement (+ 1945) Rensis Likert (and others) and the neo-human relations approach (± 1950) Kenneth Boulding and the systems approach (± 1950) Paul Lawrence, Jay Lorsch and the contingency approach (± 1965) Recent organisational theories (1980+) 21 Business culture orientation: Doing business in France 35 Summary 36 Definitions 37 Exercises 39 P a r t A ir'gjsiininsaisdoinis a in ell tbislv euwfiroiniinnieinifs 43 Interview with Jeff Bezos, founder of Amazon.com 44 2 Environmental influences Organisations Stakeholders External factors Environmental factors Technological factors Demographic factors Economic factors Political factors 63

3 2.3.6 Social factors 65 Business culture orientation: Doing business in India 70 Summary 71 Definitions 72 Exercises 73 3 Strategic management The strategic management process The classical approach to strategic management Situational analysis Definition of the current vision, aims and strategy Internal investigation as part of the situational analysis External research as part of the situational analysis Strategy formation Strategy formation: determining a view of the future Strategy formation: development of different strategies Strategy formation: evaluation and choice of a strategy Strategy formation according to Porter Planning and implementation Planning cycles From planning to introduction Critical observations about the classic approach to strategic management Strategic management in perspective Hamel and Prahalad's strategy model Strategic management and Business Intelligence 121 Business culture orientation: Doing business in the USA 125 Summary 126 Definitions 127 Exercises Collaboration Types of collaboration Ways that organisations can work together International collaboration Alliances: motivating factors and the keys to success Collaboration: what are the motives? Reasons behind successful collaboration Collaboration between competitors and partners Collaboration between competitors Collaboration between non-competitive organisations Collaboration in trade cooperatives Mergers and acquisitions The motives behind mergers and acquisitions Acquisition price and price calculation Problems associated with mergers and acquisitions After the merger 158 Business culture orientation: Doing business in Poland 160 Summary 161 Definitions 162 Exercises 164 Notes Part A 167

4 P a r t B PeojpB si mi ell ipgaioiingaisbqiiiis n\ Interview with PepsiCo's lndra Nooyi Individual and teams People in organisations Motivation Alderfer's theory McLelland's theory Vroom's expectation theory Personality Enneagram Myers-Briggs Type Indicator The Big Five model Attitude Motivating people Motivating by means of financial incentives Motivation by means of task design Motivating by setting high objectives Emotional intelligence Overloading, stress and stress prevention and burnout Overloading Stress Stress prevention Burnout Intuition and creativity Intuition Creativity Core quadrants Groups and teams Characteristics of groups Team management and characteristics of successful teams Organisational conflict 215 Business culture orientation: Doing business in the United Kingdom 218 Summary 219 Definitions 220 Exercises Management The manager The manager within the organisation The manager's tasks Top managers Middle management Managers in government The manager as a director of others Managers and power Leadership Leadership styles The international manager 259

5 6.4 The manager as a person Career Leisure activity Entrepreneurial management Management and ethics Management and information 269 Business culture orientation: Doing business in Argentina 274 Summary 275 Definitions 276 Exercises Decision-making The decision-making process Decision-making in organisations Rational decision-making Denning the problem Devising of alternatives Evaluation of alternatives Making a choice Implementing and monitoring the decision Irrational decision-making processes The neo-rational decision-making process The bureaucratic decision-making process The political decision-making process The open-ended decision-making process Aspects of decision-making Creativity Participation Meeting skills Negotiating Styles of decision-making Aids and techniques for decision-making The balanced scorecard Decision matrix The decision tree Decision-support systems 307 Business culture orientation: Doing business in Germany 310 Summary 311 Definitions 312 Exercises 314 Notes Part B 316 Part C HffiiPUffiffiyir'e and oirgainiisaisfloini 319 Interview with Howard Schultz, ceo of Starbucks Managing organisational processes Managing organisational processes Business processes Types of business processes 325

6 8.2.2 The management of business processes Business processes and added value Business processes and quality Logistics management Human resource management Hierarchical levels and specific tasks The Board of Directors Top management Middle management Operational staff Corporate social responsibility (CSR) and corporate governance The works council Types of organisational management Methods used to run organisations Techniques directed towards individual employees Techniques directed towards the organisation as a whole Process-oriented methods 372 Business culture orientation: Doing business in Denmark 377 Summary 378 Definitions 379 Exercises Organisational structure and design Organising activities Task division and coordination Vertical task division Horizontal task division Authority, responsibility and delegation Span of control Organisational diagrams Organisational systems Line organisation Line and staff organisation Functional and line staff organisation Line-staff-committee organisation The matrix organisation Project-based organisation (PBO) Internal project organisation Divisional organisation Mintzberg and organisational structures Organisational properties Organisational forms Communication and consultation structures Developments in the structuring of organisations 430 Business culture orientation: Doing business in Italy 434 Summary 435 Definitions 436 Exercises 439

7 10 Managing organisational change and innovation Change Effectiveness and successful organisations Organisational culture Organisational development Scott's growth model Greiner's growth model Restructuring The learning organisation Empowerment Successful organisational change Organisational consultancy The doctor-patient model The process model Relationships of an advisory nature Organisational research 472 Business culture orientation: Doing business in China 473 Summary 474 Definitions 475 Exercises 477 Notes Part C 480 Illustrations 483 Index 486