Guide to International Organization and Management: Business Strategies and Practices, Schemes and Mind Maps of Calculus

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Nick van Dam

Jos Marcus

Organisation

and Management

An International

Approach

Noordhoff Uitgevers Groningen | Houten

About the authors & acknowledgements V

 - Introduction 

• 1 The evolution of organisation and management thoughts
• 1.1 Introduction
• 1.2 Origins of the field of study
  • 1.3 The development of trading and the emergence of multinational enterprises
  • 1.4 Schools of thought and personalities
  • 1.5 Events prior to the industrial revolution (400 BC-1900 AD)
  • 1.6 Frederick Taylor and scientific management (± 1900)
  • 1.7 Henry Fayol and the general management theory (± 1900)
  • 1.8 Max Weber and the bureaucracy theory (± 1940)
  • 1.9 Elton Mayo and the human relations movement (+ 1945)
  • 1.10 Rensis Likert (and others) and the neo-human relations approach (± 1950)
  • 1.11 Kenneth Boulding and the systems approach (± 1950)
• 1.12 Paul Lawrence, Jay Lorsch and the contingency approach (± 1965)
  • 1.13 Recent organisational theories (1980+)
    • Business culture orientation: Doing business in France
      • Summary
      • Definitions
      • Exercises
      • P a r t A ©ir'gjsiininsaiSDOinis a in ell tbislv euwfiroiniinnieinifS
      • Interview with Jeff Bezos, founder of Amazon.com
  • 2 Environmental influences
  • 2.1 Organisations
• 2.2 Stakeholders
  • 2.3 External factors - 2.3.1 Environmental factors - 2.3.2 Technological factors - 2.3.3 Demographic factors - 2.3.4 Economic factors - 2.3.5 Political factors
    • 2.3.6 Social factors
  • Business culture orientation: Doing business in India
  • Summary
  • Definitions
  • Exercises
• 3 Strategic management
• 3.1 The strategic management process
• 3.2 The classical approach to strategic management
• 3.3 Situational analysis - 3.3.1 Definition of the current vision, aims and strategy - 3.3.2 Internal investigation as part of the situational analysis - 3.3.3 External research as part of the situational analysis
• 3.4 Strategy formation - 3.4.1 Strategy formation: determining a view of the future - 3.4.2 Strategy formation: development of different strategies - 3.4.3 Strategy formation: evaluation and choice of a strategy - 3.4.4 Strategy formation according to Porter
• 3.5 Planning and implementation - 3.5.1 Planning cycles - 3.5.2 From planning to introduction
• 3.6 Critical observations about the classic approach to strategic management
• 3.7 Strategic management in perspective - 3.7.1 Hamel and Prahalad's strategy model
• 3.8 Strategic management and Business Intelligence
  • Business culture orientation: Doing business in the USA
    • Summary
  • Definitions
  • Exercises
• 4 Collaboration
• 4.1 Types of collaboration - 4.1.1 Ways that organisations can work together - 4.1.2 International collaboration
• 4.2 Alliances: motivating factors and the keys to success - 4.2.1 Collaboration: what are the motives? - 4.2.2 Reasons behind successful collaboration
• 4.3 Collaboration between competitors and partners - 4.3.1 Collaboration between competitors - 4.3.2 Collaboration between non-competitive organisations
• 4.4 Collaboration in trade cooperatives
• 4.5 Mergers and acquisitions - 4.5.1 The motives behind mergers and acquisitions - 4.5.2 Acquisition price and price calculation - 4.5.3 Problems associated with mergers and acquisitions - 4.5.4 After the merger - Business culture orientation: Doing business in Poland - Summary - Definitions - Exercises - Notes Part A - Interview with PepsiCo's lndra Nooyi P a r t B PeojpB® si mi ell ©ipgaioiingaiSBQiiiis n\
  • 5 Individual and teams
  • 5.1 People in organisations
  • 5.2 Motivation - 5.2.1 Alderfer's theory - 5.2.2 McLelland's theory - 5.2.3 Vroom's expectation theory
• 5.3 Personality - 5.3.1 Enneagram - 5.3.2 Myers-Briggs Type Indicator - 5.3.3 The Big Five model
  • 5.4 Attitude
  • 5.5 Motivating people - 5.5.1 Motivating by means of financial incentives - 5.5.2 Motivation by means of task design - 5.5.3 Motivating by setting high objectives
  • 5.6 Emotional intelligence
  • 5.7 Overloading, stress and stress prevention and burnout - 5.7.1 Overloading - 5.7.2 Stress - 5.7.3 Stress prevention - 5.7.4 Burnout
  • 5.8 Intuition and creativity - 5.8.1 Intuition - 5.8.2 Creativity
  • 5.9 Core quadrants
  • 5.10 Groups and teams
  • 5.11 Characteristics of groups
  • 5.12 Team management and characteristics of successful teams
  • 5.13 Organisational conflict - Business culture orientation: Doing business in the United Kingdom - Summary - Definitions
    • Exercises
  • 6 Management
• 6.1 The manager
  • 6.2 The manager within the organisation - 6.2.1 The manager's tasks - 6.2.2 Top managers - 6.2.3 Middle management - 6.2.4 Managers in government
• 6.3 The manager as a director of others - 6.3.1 Managers and power - 6.3.2 Leadership - 6.3.3 Leadership styles - 6.3.4 The international manager
• 6.4 The manager as a person - 6.4.1 Career - 6.4.2 Leisure activity - 6.4.3 Entrepreneurial management
• 6.5 Management and ethics
• 6.6 Management and information - Business culture orientation: Doing business in Argentina - Summary - Definitions - Exercises
• 7 Decision-making
  • 7.1 The decision-making process
  • 7.2 Decision-making in organisations
  • 7.3 Rational decision-making - 7.3.1 Denning the problem - 7.3.2 Devising of alternatives - 7.3.3 Evaluation of alternatives - 7.3.4 Making a choice - 7.3.5 Implementing and monitoring the decision
  • 7.4 Irrational decision-making processes - 7.4.1 The neo-rational decision-making process - 7.4.2 The bureaucratic decision-making process - 7.4.3 The political decision-making process - 7.4.4 The open-ended decision-making process
  • 7.5 Aspects of decision-making - 7.5.1 Creativity - 7.5.2 Participation - 7.5.3 Meeting skills - 7.5.4 Negotiating - 7.5.5 Styles of decision-making
    • 7.6 Aids and techniques for decision-making - 7.6.1 The balanced scorecard - 7.6.2 Decision matrix - 7.6.3 The decision tree - 7.6.4 Decision-support systems - Business culture orientation: Doing business in Germany - Summary - Definitions - Exercises - Notes Part B - Part C HffiiPUffiffiyir'e and oirgainiisaiSfloini - Interview with Howard Schultz, ceo of Starbucks
      • 8 Managing organisational processes
      • 8.1 Managing organisational processes
      • 8.2 Business processes - 8.2.1 Types of business processes
  • 8.2.2 The management of business processes
  • 8.2.3 Business processes and added value
  • 8.2.4 Business processes and quality
  • 8.2.5 Logistics management
  • 8.2.6 Human resource management
• 8.3 Hierarchical levels and specific tasks
  • 8.3.1 The Board of Directors
  • 8.3.2 Top management
  • 8.3.3 Middle management
  • 8.3.4 Operational staff
  • 8.3.5 Corporate social responsibility (CSR) and corporate governance
  • 8.3.6 The works council
• 8.4 Types of organisational management
• 8.5 Methods used to run organisations
  • 8.5.1 Techniques directed towards individual employees
  • 8.5.2 Techniques directed towards the organisation as a whole
  • 8.5.3 Process-oriented methods
  • Business culture orientation: Doing business in Denmark
  • Summary
  • Definitions
  • Exercises
• 9 Organisational structure and design
• 9.1 Organising activities
• 9.2 Task division and coordination
  • 9.2.1 Vertical task division
  • 9.2.2 Horizontal task division
  • 9.2.3 Authority, responsibility and delegation
  • 9.2.4 Span of control
  • 9.2.5 Organisational diagrams
• 9.3 Organisational systems
  • 9.3.1 Line organisation
  • 9.3.2 Line and staff organisation
  • 9.3.3 Functional and line staff organisation
  • 9.3.4 Line-staff-committee organisation
  • 9.3.5 The matrix organisation
  • 9.3.6 Project-based organisation (PBO)
  • 9.3.7 Internal project organisation
• 9.4 Divisional organisation
• 9.5 Mintzberg and organisational structures
  • 9.5.1 Organisational properties
  • 9.5.2 Organisational forms
• 9.6 Communication and consultation structures
• 9.7 Developments in the structuring of organisations
  • Business culture orientation: Doing business in Italy
  • Summary
  • Definitions
  • Exercises
  • 10 Managing organisational change and innovation
  • 10.1 Change
  • 10.2 Effectiveness and successful organisations
  • 10.3 Organisational culture
• 10.4 Organisational development - 10.4.1 Scott's growth model - 10.4.2 Greiner's growth model - 10.4.3 Restructuring - 10.4.4 The learning organisation - 10.4.5 Empowerment - 10.4.6 Successful organisational change
• 10.5 Organisational consultancy - 10.5.1 The doctor-patient model - 10.5.2 The process model - 10.5.3 Relationships of an advisory nature
  • 10.6 Organisational research - Business culture orientation: Doing business in China - Summary - Definitions - Exercises - Notes Part C - Illustrations - Index