To deal with the subject matter "strategy", the following definitions are used at first hand to pave the way and to open into concrete references so as to give flexible links to following headings of the research topic above. "Although managers have always needed to devise the means to compete (often referred to as competitive strategies), the dramatic increase of competition with many markets in recent years has enhanced the importance of strategy and the strategic management process".
This shows that strong objectives must be put in place by a manager to enhance the strategic management process. "Fundamentally, the objective of strategic management is to determine, create, and maintain competitive advantage, so competitive advantage is the ability of a firm to win consistently over the long term in a competitive situation. In the case of for profit organizations, this means consistently gaining greater profits than competitors. Competitive advantage is created through the achievement of five qualities; Superiority, inimitability, durability, no substitutability, and appropriabiliy".
The ISP is made up of six major areas, which are the topics too. The topics have been approached with the necessary brevity as much as possible. I have also taken time to break down points to make it simple and understandable. Where I see the need I tried to exhaust to the full limits of topics as much as possible and the necessary terms have been preserved since they will find professional applications, so they have not been changed as such.
Definitions and statements are appropriately referred and much literature has been supported by the necessary pages and website references as well. I tried to take care to expatiate on the subject matter (topics) sense, with the sense that pertains in the text books and websites I used. Where the topics were in question forms, I tried to satisfy it so that the focus of the literature appeared to always address or acknowledge the question, in order not to just satisfy the essay but the question answering mode too.
Inhaltsverzeichnis (Table of Contents)
- Introduction
- Strategy: How Does A Manager Approach A Problem from A Strategic Position? Design Lens, Experience Lens, and Idea Lens
- Approaching a Problem from a Strategic Position: The nature of a problem solving process in this context, by a manager from a strategic position is made up of a model which is based on three premises 1) learning from experience, 2) problem solving by manipulating and controlling of the external world through one's mental processes (mind over matter) and 3) problem solving is naturally a social process.
- Learning from Experience: This concept identifies from phases which are concrete experience (using exposure and cues), reflective observation (considering possible imaginative alternative clues with critical thinking), abstract conceptualization (deriving hypothetical posits and propositions or drawing creative mental models to test, compare or weigh the problem), and active experimentation (practically manipulating some trials or errors to see if they will give expected signs, identities, close agreements, or results).
- Mind over Matter: A manager can approach problems from a strategic position by using the concept of mind over matter.
- A Social Process: Further, managers can also use social process concept to approach problems from a strategic position.
- Design lens: This is the case where strategy development is viewed as the deliberate positioning of the organization through a logical, analytical, structured and directive process, and this is influenced by executive management with careful and objective analysis and planning so as to help optimize economic performance.
- Experience lens: This is the case where strategy is viewed as an outcome of individual experience and organizational culture, and this influences future strategic decisions with adaptation and amendment of past strategies to establish a new efficient and healthy strategy.
- Idea lens: This is the case where strategy planning is not always from the top of the hierarchy but from ideas within and around the fast-changing environment of the organization.
- Motivation Concepts: The Realization of the Human Side of Work
- Maslow's Hierarchy of Needs
- McGregor's Theory-X and Theory-Y
- Herzberg's Motivation Hygiene Theory
- Contemporary Theories of Motivation
- Three- Needs Theory
- Goal-Setting Theory
- Reinforcement Theory
- Designing Motivating Jobs
- Equity Theory
- Expectancy Theory
- Current Studies of Motivation
- Designing Appropriate Rewards Program
- Designing Organizational Structure
- Types of Organizational Structural Designs
- Traditional Structures
- Line Structure
- Line and Staff Structure
- Functional structure
- Divisional Structures
- Product structure
- Market Structure
- Geographic structure
- Matrix Structures
- Mechanistic and Organistic Organisations
- The Cultural Web: How Does A Manager Affect Or Shape Company Culture?
- Primary Mechanisms
- Secondary-Mechanisms
- Creating A High-Performance Project Team
- Recruit the Best People
- Create Multi-Disciplinary Teams and Clearly Define Each Member's Role and Tasks
- Establish High Performing Business Intelligence Governance and Benchmarks
- Find Purple People
- Aspire to Becoming a Solutions Provider
- Give the High Performance Business Intelligent Team a Name
- Position Business Intelligence within an Information Management Department
- Leadership: What Is The Role Of A Leader Manager In A Self Managing Team?
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This write-up aims to provide a comprehensive review of key management principles and concepts at an MBA level. It explores various aspects of management, including strategic problem solving, motivation, organizational structure, company culture, high-performance team building, and leadership styles, particularly within self-managing teams.
- Strategic Problem Solving: The write-up examines how managers can approach problems from a strategic position by utilizing a three-pronged model encompassing learning from experience, mind over matter, and social processes.
- Motivation and Human Side of Work: It explores various theories of motivation, ranging from classical theories like Maslow's hierarchy of needs and Herzberg's motivation-hygiene theory to contemporary theories like goal-setting, reinforcement, and equity theory.
- Organizational Structure and Design: The write-up delves into different organizational structures, including traditional, divisional, and matrix structures, as well as the distinctions between mechanistic and organic organizations.
- Company Culture and Management: The write-up discusses how managers can affect and shape company culture through primary and secondary mechanisms, emphasizing the importance of leadership by example and creating an environment that fosters collaboration and innovation.
- High-Performance Project Teams: It outlines key strategies for creating high-performance project teams, emphasizing recruitment, team composition, governance, and the role of "purple people" who bridge the gap between business and IT.
Zusammenfassung der Kapitel (Chapter Summaries)
The first chapter explores the concept of strategic management, examining how managers can approach problems from a strategic position. It delves into the importance of a clear mission statement and discusses various lenses, including the design lens, experience lens, and idea lens, that can inform strategic decision-making.
The second chapter focuses on motivation, presenting an overview of classical and contemporary theories. It covers Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's motivation-hygiene theory, and contemporary theories like goal-setting theory, reinforcement theory, and equity theory. The chapter also examines the importance of designing motivating jobs and implementing appropriate rewards programs.
The third chapter dives into organizational structure, discussing various types of structures, including traditional, divisional, and matrix structures. It also differentiates between mechanistic and organic organizations, highlighting the importance of aligning an organization's structure with its mission.
The fourth chapter explores the concept of company culture and how managers can affect and shape it. It discusses primary and secondary mechanisms for shaping culture, emphasizing the role of leadership by example, communication, and the creation of an environment that fosters collaboration and innovation.
The fifth chapter focuses on the creation of high-performance project teams, providing a comprehensive approach that includes strategies for recruitment, team composition, governance, and the importance of "purple people" who possess both business and IT skills.
Schlüsselwörter (Keywords)
The primary focus of this write-up lies on key management principles and concepts that are essential for success at an MBA level. It explores topics such as strategic management, motivation, organizational structure, company culture, high-performance teams, and leadership styles, particularly within self-managing teams. Key concepts include the design lens, experience lens, idea lens, Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, goal-setting theory, reinforcement theory, equity theory, traditional structures, divisional structures, matrix structures, mechanistic organizations, organic organizations, primary mechanisms, secondary mechanisms, and self-managing teams.
- Quote paper
- Wisdom Yao Dornyo (Author), 2010, ISP. Principles of Management 3, Munich, GRIN Verlag, https://www.grin.com/document/520209
