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Foundational Perspectives in Leading and Managing Organizations

Jonas Klint Westermann Englisch 20 Karten

Karten in diesem Stapel (20)

  1. 1Vertical/horizontal differentiation.Vertical: Centralized or not?
    Horizontal: Functional, horizontal, matrix, geographical, etc
  2. 2Vertical/Horizontal linkages.Vertical: Chain of command, rules, plans
    Horizontal: Integrator, etc.
  3. 3Schein's icebergCultural artifacts.
    Values, attitudes and beliefs.
    Basic assumptions.
  4. 4Relationship model between environment and strategy to corporate culture.Adaptability culture: Flexible environment, external focus.
    Mission culture: Stable environment, external focus.
    Clan culture: Flexible environment, internal focus.
    Bureaucratic culture: Internal focus, stable environment.
  5. 5Deal & Kennedy culture types.Tough-guy, macho man culture: High risk, fast feedback.
    Bet the company culture: High risk, slow feedback.
    Work hard/play hard culture: Low risk, fast feedback.
    Process culture: Low risk, slow feedback.
  6. 6Trait theory.Leaders are born, not made.
    Leaders have 6 traits in common:
    - Knowledge of the business
    - Honesty
    - Drive
    - Motivating
    - Self-confidence
    - Ability to understand the world
  7. 7Transactional vs transformational leadership.Transactional: Maintain normal flow of operations. Status quo. Task-orientated, rules and plans essential.
    Transformational: Visioning new corporate future. Uses support, motivation, recognition.
  8. 8Management vs leadership.Management: Budgetting, planning, organising.
    Leadership: Inspiring, motivating, communicating, setting direction.
    (they are complementary, one does not work without the other)
  9. 9Weber's bureaucracy.Ability to remove favoritism and nepotism.
    Six charachteristics:
    - Rules
    - Specialization
    - Written communication
    - Seperation of position from position holder
    - Hierarchy of authority
    - Technically qualified
  10. 10New control systems.Diagnostic control systems: Classic system. Control via goals ala revenues, profits, etc.
    Beliefs systems: Communicating the values and direction managers want the employees to take.
    Boundary systems: Tell people what NOT to do.
    Interactive control systems: Online control systems that gather data.
  11. 11Balanced scorecard.Financial performance: Activities that add to the financial performance.
    Customer service: How the customers see the company and the customers' satisfaction.
    Internal business processes: Production and operating effectiveness.
    Learning and growth: E.g. how well resources/human capital are retained to encourage future growth.
  12. 12Porter's competitive strategies.Low-cost leadership: E.g. RyanAir. Make it the cheapest.
    Differentiation: E.g. Apple. Make the products better.
    Focused low-cost: Make it the cheapest to a certain market/segment.
    Focused differentiation: Make it better to a certain market/segment.
  13. 13Miles and Snow typology.Prospector: Seeks growth, innovation. Works best in dynamic environments.
    Defender: Seeks to keep market share, hold on to current customers. Works best in declining or stable environment.
    Analyzer: Mix of the two aforementioned.
    Reactor: Reacts to external environment.
  14. 14Contingency effectiveness approach.Resource-based: Observes beginning of process, analyses if the organization obtains enough resources to remain competitive.
    Internal process: Looks internally.
    Goal approach: Focus on the output side. Does the firm reach its desired outputs?
  15. 15LEAPS.Logos, Ethos, Agora, Pathos, Syzygy.
  16. 16Cialdini's six principles.- Liking.
    - Reciprocity.
    - Social proof.
    - Consistency.
    - Authority.
    - Scarcity.
  17. 17Team effectiveness model.Organizational and team environment: physical space, rewards, etc.
    Team design: Size, etc.
    Team process: Team development, cohesion, trust.
    Team effectiveness:
    Organizational and team environment --> Team design and team process --> Team effectiveness.
    And team design --> Team process.
  18. 18Mintzberg's emergent strategy.Intended strategy --> Deliberate strategy --> External environment --> Realized strategy.
  19. 19Kotter's eight steps.- Sense of urgency.
    - Guiding coalition.
    - Develop a plan/vision
    - Communicate vision.
    - Give employees the tools to execute vision.
    - Develop short-term goals.
    - Don't declare it a win too early.
    - Incorporate it into the corporate culture.
  20. 20Framework for interorganizational relationships.- Resource dependence: Competitive and dissimilar.
    - Population ecology: Competitive and similar.
    - Collaborative network: Coorperative and dissimilar.
    - Institutionalism: Coorperative and similar.

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CBS - Foundational Perspectives in Leading and Managing Organizations
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