Laten we beginnen. Het is Gratis
of registreren met je e-mailadres
MANAGEMENT Door Mind Map: MANAGEMENT

1. 5. Strategic management

1.1. What is strategic management

1.1.1. Strategy

1.1.2. Business model

1.2. Why strategic management important

1.2.1. Higher organiztional performance

1.2.2. Adapt to changes

1.2.3. Focus on organizational goals

1.3. 6 steps in strategic management process

1.3.1. 1. Identify the organizational goals, missions, and strategy

1.3.2. 2. Doing internal analysis (strength & weakness)

1.3.3. 3. Doing external analysis (opportunity & threat)

1.3.4. 4. Formulating strategy

1.3.5. 5. Implementing strategy

1.3.6. 6. Evaluating strategy

1.4. Corporate strategy

1.4.1. Growth strategy (Market + Product)

1.4.1.1. Concentration

1.4.1.1.1. Based on primary business line

1.4.1.1.2. Increase products

1.4.1.2. Vertical integration

1.4.1.2.1. Forward VI: distributor

1.4.1.2.2. Backward: supplier

1.4.1.3. Horizontal integration

1.4.1.3.1. Combining with competitors

1.4.1.3.2. Same industry

1.4.1.4. Diversification

1.4.1.4.1. Related diversification

1.4.1.4.2. Unrelated diversification

1.4.2. Stability strategy

1.4.3. Renewal strategy

1.4.3.1. Retrenchent strategy

1.4.3.1.1. Short term

1.4.3.1.2. Minor problem

1.4.3.2. Turn around strategy

1.4.3.2.1. Serious problem

1.4.4. Managing corporate strategy (BCG matrix)

1.4.4.1. Stars: Growth

1.4.4.2. Cash cows: Stability, modest growth

1.4.4.3. Question mark: Growth, retrenchment

1.4.4.4. Dogs: retrenchment

1.5. Competitive strategy

1.5.1. Competitive advantage

1.5.1.1. Quality

1.5.1.2. Design thinking

1.5.1.3. Sustaining

1.5.2. 5 forces model

1.5.2.1. Industry rivalry

1.5.2.2. Threats of new entrants

1.5.2.3. Threats of substitution

1.5.2.4. Bargaining power of supplier

1.5.2.5. Bargaining power of buyer

1.5.3. Choose a competitive strategy

1.5.3.1. Cost leadership strategy

1.5.3.2. Differential strategy

1.5.3.3. Focus strategy

1.5.3.4. Stuck in the middle strategy

1.6. Functional strategy

2. 2. Managing Business Environment

2.1. Manager's view

2.1.1. Omnipotent

2.1.2. Symbolic

2.2. External environment

2.2.1. Political

2.2.2. Economic

2.2.3. Socialcultural

2.2.4. Technological

2.2.5. Demographic

2.2.6. Global

2.3. Organizational culture

2.3.1. Shared values/principles/tradition/ways of doing things that influence the act of organization members

2.3.2. Concept

2.3.2.1. Perception

2.3.2.2. Descriptive

2.3.2.3. Share

2.3.3. Dimensions

2.3.3.1. Attention to detail

2.3.3.2. Outcome orientation

2.3.3.3. People orientation

2.3.3.4. Team orientation

2.3.3.5. Agressiveness

2.3.3.6. Innovation & Risk taking

2.3.3.7. Stability

2.3.4. Strong vs. Weak culture

2.3.4.1. Value share

2.3.4.2. Consistent message

2.3.4.3. Employee's knowledge

2.3.4.4. Employee identification

2.3.4.5. Shared value vs. behaviours

2.3.5. How employees learn culture

2.3.5.1. Stories

2.3.5.2. Rituals

2.3.5.3. Material artifacts & symbol

2.3.5.4. Language

3. 3. Decision making

3.1. Decision making process

3.1.1. 1. Indentify the problem

3.1.2. 2. Identify the decision criteria

3.1.3. 3. Allocate weighs to the criteria

3.1.4. 4. Develop alternatives

3.1.5. 5. Analyze the alternatives

3.1.6. 6. Select the alternatives

3.1.7. 7. Implement the alternatives

3.1.8. 8. Evaluate the decision effectiveness

3.2. Decision making styles

3.2.1. Linear thinking style

3.2.2. Nonlinear thinking style

3.3. 4 ways of making decisions

3.3.1. Rational decision making

3.3.2. Bounded-rational decision making

3.3.3. Intuitive decision making

3.3.4. Experience based management

3.4. Types of decisions

3.4.1. 1. Programmed decisions

3.4.1.1. Policy

3.4.1.2. Rule

3.4.1.3. Procedure

3.4.2. 2. Non programmed decisions

3.5. Errors & Biases

3.5.1. Heuristics

3.5.2. Overconfidence bias

3.5.3. Immediate grafitication bias

3.5.4. Anchoring effect

3.5.5. Selective perception bias

3.5.6. Confirmation bias

3.5.7. Framing bias

3.5.8. Availability bias

3.5.9. Representation bias

3.5.10. Randomness bias

3.5.11. Sunk cost errors

3.5.12. Self-serving bias

3.5.13. Hind sight bias

4. 4. Foundation of planning

4.1. What is planning?

4.2. How do managers plan

4.2.1. Goals

4.2.2. Plans (documents)

4.3. Types of goals

4.3.1. Financial goal

4.3.2. Strategic goal

4.3.3. Stated goal

4.3.4. Real goal

4.4. Types of planning

4.4.1. Breadth

4.4.1.1. Strategic

4.4.1.2. Operational

4.4.2. Time frame

4.4.2.1. Long term

4.4.2.2. Short term

4.4.3. Specificity

4.4.3.1. Directional

4.4.3.2. Specific

4.4.4. Frequence of use

4.4.4.1. SIngle use

4.4.4.2. Standing

4.5. Setting goals

4.5.1. Traditional setting goals

4.5.2. Means-ends chain

4.5.3. Management by objectives

4.5.3.1. Not effective in dynamic environment

4.5.3.2. Teamwork problems when overestimate individual's achievement

4.5.4. Developing plans

4.5.4.1. Contigency factor in planning

4.5.4.2. Critisim of planning

4.5.4.2.1. Create rigidity

4.5.4.2.2. Not effective in dynamic environment

4.5.4.2.3. Restrict creativity

4.5.4.2.4. Tomorrow future issues

4.6. Developing plans

4.6.1. Contigency factors in planning

4.6.2. Criticism of planning

4.6.2.1. Limit creativity

4.6.2.2. Create rigidity

4.6.2.3. Not applicable in dynamic environment

4.7. Contemporary issues in planning

4.7.1. How to plan in dynamic environment

4.7.1.1. Specific, but flexible

4.7.1.2. Planning: ongoing process

4.7.2. How to use environmental scanning?

4.7.2.1. Environmental scanning: detetct trend

4.7.2.2. Competitor intelligence: anticicpate competitors

5. 1. Introduction

5.1. Why are managers important

5.1.1. Chaotic/complex/uncertain times

5.1.2. Getting things done

5.1.3. Employee/Supervisor relationship => Loyalty & Productivity

5.2. Who are managers?

5.2.1. Coordinating people's works => Organizational goals

5.2.2. Classifying managers

5.2.2.1. Top managers

5.2.2.2. Middle managers

5.2.2.3. First-line managers

5.2.2.4. Nonmanagerial employee

5.3. Where do managers work?

5.3.1. Organization

5.3.1.1. Distinct purpose

5.3.1.2. Composed of people

5.3.1.3. Deliberate structure

5.4. What do managers do?

5.4.1. Coordinating & overseeing the works to ensure

5.4.1.1. Efficiency (means): Doing things right => Low resource waste

5.4.1.2. Effectiveness (ends): Doing right things => High goal attainment

5.4.2. Functions

5.4.2.1. Planning

5.4.2.2. Organizing

5.4.2.3. Leading

5.4.2.4. Controlling

5.4.3. Roles

5.4.3.1. Interpersonal

5.4.3.1.1. Figurehead

5.4.3.1.2. Leader

5.4.3.1.3. Liaison

5.4.3.2. Informational

5.4.3.2.1. Monitor

5.4.3.2.2. Spokesperson

5.4.3.2.3. Disseminator

5.4.3.3. Decisional

5.4.3.3.1. Entrepreuner

5.4.3.3.2. Disturbance handler

5.4.3.3.3. Resource allocator

5.4.3.3.4. Negotiator

5.4.3.4. Skills

5.4.3.4.1. Technical

5.4.3.4.2. Human

5.4.3.4.3. Conceptual

5.5. Changes facing managers

5.5.1. The importance of

5.5.1.1. Customer

5.5.1.2. Social media

5.5.1.3. Innovation

5.5.1.4. Sustainability

5.5.2. Changes

5.5.2.1. Technology

5.5.2.2. Organizaional & Managerial ethnics

5.5.2.3. Competitiveness

5.5.2.4. Security threats

6. 6. Organizing

6.1. Designing organizationl structure

6.1.1. 6 elements

6.1.1.1. Work specialization

6.1.1.2. Departmentalization

6.1.1.2.1. Function

6.1.1.2.2. Process

6.1.1.2.3. Customer: TREND

6.1.1.2.4. Product

6.1.1.2.5. Geographical

6.1.1.3. Chain of command

6.1.1.3.1. Authority

6.1.1.3.2. Unity of command (Nguyên tắc thống nhất mệnh lệnh)

6.1.1.4. Span of control

6.1.1.5. Centralization vs. Decentralization

6.1.1.6. Fomalization

6.1.1.6.1. Mechanistic organization

6.1.1.6.2. Organic organization

6.2. Factors affecting structual choice

6.2.1. Strategy

6.2.1.1. Organic: meaningful & unique innovation

6.2.1.2. Mechanistic: control costs

6.2.2. Size

6.2.3. Technology

6.2.3.1. Unit production: Organic

6.2.3.2. Mass production: Mechanistic

6.2.3.3. Process production: Organic

6.2.4. Environmental uncertainty

6.2.4.1. Mechanistic: stable & simple environment

6.2.4.2. Organic: dynamic & flexible environment

6.3. Traditional organizational design

6.3.1. Simple

6.3.2. Functional

6.3.3. Divisional

6.4. Contemporary organizational design

6.4.1. Team structure

6.4.2. Matrix structure

6.4.3. Project structure

6.4.4. Boundaryless structure

7. 7. Understanding individual's behaviour

7.1. Attitude

7.1.1. Cognitive (nhận thức)

7.1.2. Affect (cảm xúc)

7.1.3. Behaviour (hành vi)

7.2. Job satisfaction

7.3. Employee involevement

7.4. Organizational commitment

7.5. Employee engagement

7.5.1. Satisfied

7.5.2. Enthusiastic

7.5.3. Connected

7.6. Cognitive dissonance theory

7.6.1. Kiểu cảm giác khó chịu khi một người nhận thức được hai hoặc nhiều hơn các niềm tin, ý tưởng hoặc giá trị trái ngược nhau.

7.7. Personality

7.7.1. I-S-F-P (Introversion-Sensing-Feeling-Perciving)

7.7.2. E-N-T-J (Extroversion-Intuition-Thinking-Judging)

7.8. Big 5 model

7.8.1. Agreeableness

7.8.2. Openess

7.8.3. Extraversion

7.8.4. Coscientiousness

7.8.5. Emotional stability

7.9. Additional personality insights

7.9.1. Locus of control

7.9.2. Machiavellianism

7.9.2.1. kiểu người hơi thực dụng, quan trọng kết quả hơn quá trình

7.9.3. Self-esteem

7.9.4. Self-monitoring

7.9.5. Proactive personality

7.9.6. Resilience

7.9.6.1. Biến thách thức thành cơ hội

7.10. Emotions & Emotional intelligence

7.10.1. Self awareness

7.10.2. Self motivation

7.10.3. Self management

7.10.4. Empathy

7.10.5. Social skills

7.11. Perception

7.12. Attritubion theory

7.12.1. Factors

7.12.1.1. Distinctiveness

7.12.1.2. Consensus

7.12.1.3. Consistency

7.12.2. Fundamental attribution error

7.12.2.1. Underestimate external factor

7.12.2.2. Overestimate internal factor

7.12.3. Self-serving bias

7.12.3.1. Sucess => internal factor

7.12.3.2. Failure => external factor

7.13. Shortcuts when judging

7.13.1. Assumed similarity

7.13.2. Stereotyping

7.13.3. Halo effect (hiệu ứng hào quang/lan tỏa)

7.13.3.1. thiên vị trong nhận thức đối với một lĩnh vực nào đó, hay một người khi bạn nhìn nhận vào ưu điểm nhiều hơn; và ngược lại

7.14. Learning

7.14.1. Operant conditioning

7.14.1.1. Behaviour that is awarded => repeat

7.14.1.2. Behaviour that is punished => less likely to repeat

7.14.2. Social learning

7.15. Shaping behaviour

7.15.1. Positive reinforcement

7.15.2. Negative reinforceement

7.15.3. Punishment

7.15.4. Extinction