Finance CFAB Chapters 1&2 Mark Fielding-Pritchard mefielding.com
P7 Stakeholders Chapter 1 Directors Customers Suppliers Lenders Government Public Environmental mefielding.com
Peter Drucker Objectives P10 Market standing Innovation Productivity Resources Profitability Manager& staff performance Social responsibility mefielding.com
Objectives SMART Specific Measureable Achievable Relevant Time bound mefielding.com
What Is Management Chapter 2 Management is getting things done through other people Planning Controlling Leading Organising mefielding.com
HR Open Systems Internal Process Rational Goal Quinn P27 Culture Flexibility Well being of staff HR Open Systems Internal Process Rational Goal External Requirements Inward Outward Internal environment stable External goals mefielding.com Control
Marketing P30 Chapter 2 FMCGs White Brown Soft Services mefielding.com
Marketing P31 Chapter 2 4Ps Product Price Place Promotion Advertising Sales promotion Public relations Direct marketing Personal selling mefielding.com
Marketing Case Study Housham Garden mefielding.com
Operations Management P36 1. The 4 V’s Overview All operations processes have one thing in common, they all take their ‘inputs’ like, raw materials, knowledge, capital, equipment and time and transform them into outputs (goods and services). They do this is different ways and the main four are known as the Four V’s, Volume, Variety, Variation and Visibility. Volume- MacDonalds Variety Taxi vs Bus Variation Barratt vs One off Visibility UPS mefielding.com
mefielding.com
mefielding.com
mefielding.com
mefielding.com
The Harvard Model Employee influence- DOA, power, influence Human resource flows – recruitment, selection, promotion, termination Reward systems- salary, motivation Work systems design of work, alignment of people This was developed into the 4cs mefielding.com
HR Management p39 Commitment Competence Congruence Cost effectiveness Overall conclusion is that we judge all HR activities on 3 criteria, organization, individual, society mefielding.com
McGregor P42 mefielding.com
P43 mefielding.com
Herzberg P44 mefielding.com
Tuckman, Group Action Stages mefielding.com
Belbin P46 Team Roles mefielding.com
Belbin Strengths mefielding.com
Belbin P46 Team Roles 2 mefielding.com
Likert Leadership Styles P47 mefielding.com
Exploitative Authoritative System In this type of management system the job of employees/subordinates is to abide by the decisions made by managers and those with a higher status than them in the organization. The subordinates do not participate in the decision making. The organization will use fear and threats to make sure employees complete the work set. There is no teamwork involved.
Benevolent authoritative System Just as in an exploitive authoritative system, decisions are made by those at the top of the organization and management. However employees are motivated through rewards rather than fear and threats. Information may flow from subordinates to managers but it is restricted to “what management want to hear”.
Consultative System In this type of management system, subordinates are motivated by rewards and a degree of involvement in the decision making process. Management will constructively use their subordinates ideas and opinions. This theory is very closely related to the Human Relations theory. Communication in this system flows both downward and upward, though upward is more limited. This promotes a more positive effect on employee relationships and allows them to be more cooperative.
Participative Group System Management have complete confidence in their subordinates/employees. There is lots of communication and subordinates are fully involved in the decision making process. Subordinates comfortably express opinions and there is lots of teamwork. Teams are linked together by people, who are members of more than one team. Likert’s calls people in more than one group “linking pins”.
Delegation mefielding.com