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Scientific Management Approaches and Strategy-oriented Techniques

Prof. Dr. Peter Mattheis October 2010

Introduction, organisational aspects


 Presentation
  

Name Knowledge concerning the topics Expectations, wishes, topics

 Schedule and topics  Presentations, criteria for getting the credits (participation during the lessons, presentation, )  feed-back (idioms, unknown words, ...)  Exam 13.11.2011 at 09.00 am

Learning Objectives

 Getting knowledge of strategy-oriented techniques  Knowing scientific management approaches  Improving teamwork performance and presentation skills  Learning how to write a scientific paper  Knowing how to judge in a constructive way

Strategic Approaches
Emotional Intelligence Five Forces Value chain Competitive Strategies Megatrends Managing for Results MarketLeadership The Nature of Managerial Work

The 7 habits

Marketstrategies

Balanced Scorecard

Core Competencies

Strategy-oriented Techniques
5S Deconstruction Cost-strucureAnalyse McKinsey/ BCG Matrix Change Management Marketstrategies 7S Product Life Cycle ABC-Analyse XYZ-Analyse Vision, Mission, Core Values Objectives

Schedule & Topics (Draft)


 29.10. 18-21: Presenting the participants/topics, Organisational aspects/Assigning Tasks; Presentation Techniques, Communication, Criteria for evaluating presentations, How to write scientific papers  30.10. 9-12, 13-16: ARIS, Preparation Time The Strategy focused organisation, Ansoff-Matrix; Preparation for Exam  31.10. 9-12, 13-16: Preparation time  01.11. 18-21: Nature of Managerial work, Managing for Results  03.11. 18-21: The 7 habits, Megatrends,  05.11. 18-21: cost-structure Analysis; 7S Model  06.11. 8-12.30, 13.3017.00: Emotional Intelligence, BCG-/McKinsey-Matrix, Competitive Strategies/Five Forces/Value Chain,  07.11. 8-12.30, 13.30-17.00: Market Strategie, Market Leadership, Core Competencies  08.11. 18-21: Vision/Mission/Core Values/Objectives,  10.11. 18-21: Productlife cycle, ABC-Analyse/XYZ-Analyse,  12.11. 18-21: 5S/Kaizen, Change Management  13.11. 9-12.30, 1330-17: Examination Workshop: Applying Scientific Management Approaches and Strategy-oriented Techniques, Evaluation

How to get the grades?


 One Presentation in team
 

40 %
40 - 60 min 40 - 60 min

Strategy-oriented Technique Scientific Management Approach

 Criteria: Knowledge transfer  Slides  File/Hand-out  Word file: scientific(term) paper (deadline 21.11)  Examination 20% 40%

Standards
 File name: <Doc-Type>_<Topic short form>_<Semester>
 

Doc-Type: doc (for term-paper), pre (for presentation) Semester: WS 10_11

 Font Arial 12  Titel 1.st level: Arial 14, bold  Content


  

No introduction Abstract Literature

Management (concept, approach, method)


Managementconcepts general, theoretical concepts e.g. shareholder-value-concept

Managementapproaches Consulting-company specific, standardized approach e.g. EVA-Approach (Stern Stewart)

Managementmethods Concrete approaches for realizing management concepts

Managementapproaches based on a Managementconcept Concept

Shareholder Value

Economic Value added (Stern & Stewart) Innovation Premium (Arthur D. Little) Value Building Growth (A. T. Kearney)

Approach

Value-Growth (Mercer)

Approaches by Consulting Companies


 Customer oriented


 

Customer Management: Grundlage fr langfristigen Markenaufbau und erfolgreiche Wettbewerbsdifferenzierung (Arthur D. Little): Customer oriented processes and structures Kundenbindung und Loyalittsmanagement (Bain): more important than shortterm success CRM-Value- Map (Deloitte): identifying the most important customers

 Process oriented
 

BPR (Hammer/Champy): analysing and rebuilding Business Processes Deconstruction (BCG): dividing the whole company into parts and assembling them under new construction rules (Value chains) Business Transformation (Cap Gemini): Renew, reframe, restructure, revitalize of thinking, structure, market

 Growth oriented
   

Change Management (Accenture): Support in implementing new strategies and structures Change to Grow (Mercer): Identifying and overwhelming barriers for growing Post Merger Integration by A. T. Kearney, seven rules McKinsey/BCG Portfolio Techniques (see next slide)

 Value oriented


Economic Value Added (EVA) (Stern Stewart & Co)

Consulting Companies and -Projects


 IT-oriented


Wincor Nixdorf, IBM, Siemens Business Solutions, Accenture, Cap Gemini, IDS Scheer/Software AG, KPMG, Deloitte, TCS, SAP

 Strategy-/Value - oriented


Price-Waterhouse, Ernst&Young, KPMG, Roland Berger, Mc Kinsey, Bain, Boston Consulting

 Kind of projects
  

BPR, Cost-cutting, Investments (Infrastructure, logistics, acquiring companies) Restructuring organisations ( lean management) Quality management (ISO 9000: 2000 9000:2008) t1

 Type of projects depending on the economical situation of an econmomy


 

Hausse Baisse: Cost cutting Baisse Hausse: Investments

Slide 12 t1 objective for business process which you have to pass


thiennn, 10/30/2010

IT-Consulting
 Areas
   

Systemintegration Outsourcing Installtion of systems Offering IT-support (increaing efficency (help-desk, trainings, project-management))

 CSF for growth of IT-services in international markets t2


   

Specialization Early, active internationalization Innovation oriented Using engineering oriented approaches

 Startegies for success


  

Specialisation on data security +safety Focussing on specific lines-of-industry t3 Offering services in combination with market-leaders (Oracle, Microsoft, SAP, )

Slide 13 t2 t3 critical sucess factor


thiennn, 10/30/2010

specific product, product oriented, because we have similar customers, similar supplier,
thiennn, 10/30/2010

Literature
 Kaplan R. S.; Norton, D. P.: The strategy-focused organization, Harvard Business School Corporation 2001  Kerth, K.; Ptmann, R.: Die besten Strategietools in der Praxis, Hanser 2005  Niven, P. R.: Balanced scorecard step by step: maximizing performance and maintaining results, John Wiley & Sons 2002  Porter, M. E.: Competitive Advantage, Free Press 1985  Fink, D.: Management Consulting Fieldbook: Die Anstze der groen Unternehmensberater, 2. Auflage, Vahlen 2004  Fink, D.; Knobloch, B.: Die groen Management Consultants: Ihre Geschichte, ihre Konzepte, ihre Strategien, Mnchen 2003  McKenna, C.: The worlds newest profession: management consulting in the Twentieth Century in: Enterprise and Society, Vol. 2 (2001) S. 673-679

Literature
 Biswas, S.; Twitchell, D.: Management Consulting: A Complete Guide to the Industry, John Wiley & Sons 2001  Block, P.: Flawless Consulting, Pfeiffer & Company 1999  Cope, M.: The Seven Cs of Consulting, Financial Times Prentice Hall 1999  Davenport: Process Innovation  Fink, D.; Gries, A.,; Lnendonk, T. (Hrsg.) : Consulting Kompendium Das Jahrbuch fr Managementberatung, Unternehmensfhrung, Human Resources und Informationstechnologie, FAZ-Institut 2006  Hammer & Champy: Business Process Reengineering  Menden, S.: Das Insider Dossier: Bewerbungen bei Unternehmensberatungen, Consulting Cases meistern, 2. Auflage, Squeaker.net 2006  Osterloh, M.; Frost, J.: Prozessmanagement als Kernkompetenz, Wie Sie Business Reengineering strategisch nutzen knnen, 4. Auflage Gabler 2003

Literature
 Scholz, C: Spieler ohne Stammplatzgarantie Darwiportunismus in der neuen Arbeitswelt, Wiley-VCH 2003  Stroh, L. K.; Johnson H. H.: The Basic Principles of Effective Consulting, Lawrence Erlbaum Assoc Inc. 2006  Thommen, J. P.; Richter, A.: Management Consulting Today Strategies for a Challenging Environment, Gabler 2004  Toppin, G.; Czerniawska, F.: Business Consulting: A Guide to how it works and how to make it work, Economist Books 2005  Weiss, A.: Million Dollar Consulting Toolkit: Step-by-Step Guidance, Checklists, Templates and Samples from the Million Dollar Consultant, John Wiley & Sons 2005  Wetfeet: 25 Top Consulting Firms, Biblio Distribution 2006  Zook, C.: Profit from the Core, Growth Strategy in an Era of Turbulence, Harvard Business School Press 2001  Zook, C.: Beyond the Core, Expand your Market without abandoning your roots, Harvard Business School Press 2004