Management Theorists Summaries

Chandler The Enduring system of logic of Industrial Success Main birdsong Successful companies play economies of scale and stage setting in capital-intensive industries by investing in Production capacity technology, research &038 phylogenesis Strong vigilance hierarchies National and world-wide marketing and distri moreoverion networks Secondary claims The ? st companies to throw off these investments dominate their market and are beginning(a) Movers they have the upper hand on the Experience Curve and thus a militant advantage, and they maintain their position by means of constant transition and strategy. go upth by means of unrelated diversi? cation is a poor vexation strategy the right idea is touching into related product markets or to dilate geographically Companies in an oligopoly become stronger through and through intense competition. Companies grow horizontally by combining with competitors, and vertically by pitiful backward to tick off materials and forward to control outlets. Greiner Evolution and R development as Organizations Grow Main claim organizational process is characterized by ? ve successive developmental somas, separately with a management focus and style, and individually followed by a predictable crisis management practices that work in one phase are unsuitable for the next and flow the crisis.Secondary claims Organizations should not skip phases some go quickly through them, some slip by Top managers whose style is no long-dated appropriate should remove themselves Growth is evitable The prox of an organization is determined preponderantly by its history (behavior is determined more than by past events/ draws than by what lies ahead) Phases of evolution (CDDCC) Creativity in patternal, long hours, market feedback room pecking order, specialization, formal communication, managers, supervisors Delegation decentralized organizational bodily structure, empowering of lower-level managers Coordi nation formal planning, top executives initiate and handle new systems Collaboration teamwork, problem-solving, open-door matrix structure Phases of revolution (LACRPs) Leadership necessary skills to forego new techniques Autonomy ? eld managers experience knowledge is restricted by the hierarchy Control top managers seek to discover control of the company Red put down excess restrictions and regulations, bureaucracy, ineffectiveness in problem-solving psychological saturation Barney Main claim upcountry and orthogonal Analysis provides a equilibrise view of a ? rms competitive advantage, which is a moving target. External purlieu analysis (opportunities and threats) cannot pardon a ? rms success by itself strategists essential break down its internal strengths and weaknesses. VRIO exemplar Value does a ? ms resources and capabilities enable it to exploit an opportunity or neutralize threats? (high military position and quality, low cost and practical) Rarity is a resource or capability controlled by a small number of ? rms? Imitability is in that location dif? culty and cost disadvantage in imitating what a ? rm is doing? (history, numerous small decisions, socially interlacing resources, embedded cultures) Organization are a ? rms policies and procedures organized to exploit its valuable, grand and costly-to-imitate resources? (reporting structure, management system, compensation policies) SWOT Framework Composed by Internal and External Environment analysis aims to identify the advert issues facing a company. Strengths internal resources and capabilities Opportunities external trends, industry conditions and competitive environment Weaknesses and Threats issues that must be addressed to improve a companys situation transparent Resources Financial cash in or cash equivalents, borrowing capacity Physical plants, facilities, manufacturing locations, machinery and equipment technical trade secrets, patents, copyrights, tradema rks, innovative production processes Organizational strategic planning, evaluation and control systems nonphysical Resources Human experience, capability, trust, managerial skills, speci? c practices and procedures founding/Creativity technical and scienti? c skills, innovation capacity Reputation brand name, quality, reliability, truth Organizational Capabilities Competencies or skills ? ms practice session to turn inputs into outputs Capacity to combine veridical and intangible resources to achieve a desire goal Collins &038 Porras Main lease Successful companies have a clean up vision made up from a core ideology and an envisioned future that motivate employees and guide decision-making. Core ideology guides, inspires and makes work meaningful for employees. Purpose consciousness of and reason why an organization exists gallant motivations Values strong beliefs more or less what is to the highest degree important Envisioned Future BHAGs clear, induce goals t o engage and energize they should contain a measurable objective, be dif? cult but not impossible, and achievable in a long-term period (10-30 years) Vivid verbal description paints an exciting picture of the future (whats it going to be like? BHAG types soft and quantitative for attainable targets David vs Goliath for a common enemy goal rivalry of role models for up-and-coming organizations Internal transformations for large, open organizations Other Stuff Underlying Assumptions they form the basis of our beliefs and reasoning they are the link between the claim and the evidence (they explain the relevancy of evidence to the claim). Reality beliefs about how things and events work Value ideals, standards of right and rail at and how things ought to be PACCEs always put an oblige through these ? ve concepts. Persuasive language Assumptions and set (beliefs that affect how the author sees the world) Claim (the broader issue, the thesis the author wants you to accep t) Causal logic (claims regarding brace and effect) Evidence (SCRAAP is it suf? cient, clear, authoritative, accurate, precise, representative? )