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INPUTS PEOPLE CAPITAL MANAGERIAL SKILLS TECHNICAL SKILLS TOP MANAGEMENT ORIENTATION EXTERNAL ENVIRONMENT
ENTERPRISE PROFILE
RESOURCE AUDIT
Feed Back
ETOP
SWOT
IMPLEMENTATION
CONTROL
SWOT ANALYSIS
ASIAN PAINTS Opportunities
Increasing scope for specialised & high qlty paints No entry of superior company
Threats
Industry attracts very high tax Critical raw materials are to be imported
SWOT
Strengths
High image for its product range Efficient distribution net work
Weakness
Inadequate production capacity utilisation Higher transportation cost
PORTFOLIO ANALYSIS
BCG growth matrix
HIGH HIGH LOW
Stars
Cash Cows
GROWTH RATE
Question marks
LOW
Dogs
MARKET SHARE
DECISION MAKING
Is defined as selection of a course of action from among alternatives; It is at the core of planning
PROCESS
Premising Identifying Alternatives
Evaluating of Alternatives
Choosing an alternative
Implementing Decision
EVALUATING OF ALTERNATIVES
Quantitative and Qualitative factors Marginal Analysis Cost effectiveness analysis
SELECTING AN ALTERNATIVE
Experience Experimentation Research and Analysis
Decision Trees
Preference Theory
ORGANISING
It means The identification and classification of required activities The grouping of activities necessary to attain objectives The assignment of each grouping to the manager with the authority necessary to supervise it The provision for coordination horizontally and vertically in the organization structure.
SPAN OF MANAGEMENT
It states that, there is a limit to the number of subordinates a manager can effectively supervise but the exact number will depend on the impact of under lying factors.
ORGANISING PROCESS
1. Establishing enterprise objectives 2. Formulating supporting objects, policies and plans 3. Identifying and classifying the activities necessary to accomplish these 4. Grouping these activities 5. Delegation of authority 6. Establishing authority relationship
DEPARTMENTATION
Departmentising is achieved by tolling off persons who are to perform same duties and putting them under the supervision of manager
FORMS OF DEPARTMENTATION
By Time By enterprise function By Territory of Geography Customer Departmentation Process or equipment departmentation By product
MATRIX ORGANISATION
LINE / STAFF AUTHORITY AND DECENTRALISATION AUTHORITY AND POWER
Power : Is the ability of Individuals or groups to induce or influence the belief or action of other person or groups. BASES OF POWER Legitimate Power Expertness Reward Power Coercive Power
AUTHORITY
Line Authority is that relationship in which a superior exercises direct supervision over a subordinate
Staff Authority is advisory function is to investigate, research and give advise to line managers
FUNCTIONAL AUTHORITY
Is the right which is delegated to an individual or department to control specified processes, practices, policies or other matters relating to activities under taken by persons in other departments
DECENTRALIZATION OF AUTHORITY
Is the tendency to disperse decision making authority in an organized structure
DELAGATION OF AUTHORITY
Authority is delegated when a superior gives a subordinate discretion to make decisions
PROCESS OF DELEGATION
Determining the result expected from a position Assigning task to a position Delegation of authority for accomplishing these tasks Holding the persons in that position responsible or accomplishment of the tasks.
EFFECTIVE DELEGATION
It depends upon Receptiveness Willingness to let go Willingness to let others make mistakes Willingness to trust sub ordinates Willingness to establish and use broader controls