Management Theorists Summaries

Chandler The countenance Logic of Industrial Success Main claim Successful companies performance economies of scale and scope in capital-intensive industries by investing in w atomic number 18 capacity technology, research & development Strong management hierarchies National and worldwide marketing and distribution net pastures Secondary claims The ? st companies to make these investments dominate their market and be First Movers they have the upper hand on the Experience curl and thus a competitive advantage, and they maintain their position through unceasing innovation and strategy. spring upth through unrelated diversi? cation is a poor descent strategy the rightfield idea is moving into related product markets or to expand geographically Companies in an oligopoly become stronger through intense competition. Companies promote horizontally by combining with competitors, and vertically by moving slow to control materials and forward to control outlets. Greiner Evol ution and Revolution as Organizations Grow Main claim organisational growth is characterized by ? ve successive developmental phases, each with a management focus and style, and each followed by a predictable crisis management practices that work in one phase are unsuitable for the next and precipitate the crisis.Secondary claims Organizations should not skip phases some go quickly through them, some regress Top managers whose style is no longer appropriate should remove themselves Growth is avoidable The future of an system of rules is determined predominantly by its history (behavior is determined more by past events/experiences than by what lies ahead) Phases of evolution (CDDCC) Creativity informal, long hours, market feedback trouble hierarchy, specialization, formal communication, managers, supervisors Delegation decentralized organizational structure, empowering of lower-level managers Coordination formal planning, top executives beginner and administrate new syste ms Collaboration teamwork, problem-solving, open-door matrix structure Phases of revolution (LACRPs) leaders necessary skills to introduce new techniques Autonomy ? eld managers experience experience is restricted by the hierarchy Control top managers seek to see control of the company Red tape excess restrictions and regulations, bureaucracy, ineffectiveness in problem-solving Psychological saturation Barney Main claim Internal and External analytic thinking provides a balanced view of a ? rms competitive advantage, which is a moving target. External environment analysis (opportunities and threats) cannot develop a ? rms success by itself strategists must analyze its internal strengths and weaknesses. VRIO Framework evaluate does a ? ms imaginations and capabilities enable it to exploit an opportunity or neutralize threats? (high status and quality, low cost and practical) Rarity is a resource or capability controlled by a small number of ? rms? Imitability is there dif? culty and cost disadvantage in imitating what a ? rm is doing? (history, numerous small decisions, socially complex resources, embedded cultures) Organization are a ? rms policies and procedures organized to exploit its valuable, rare and costly-to-imitate resources? (reporting structure, management system, compensation policies) SWOT Framework serene by Internal and External Environment analysis aims to identify the primaeval 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 Tangible Resources Financial cash or cash equivalents, borrow capacity Physical plants, facilities, manufacturing locations, machinery and equipment Technological trade secrets, patents, copyrights, trademarks, innovative production processes Organizational strategic planning, evaluation and control systems Intan gible Resources Human experience, capability, trust, managerial skills, speci? c practices and procedures Innovation/Creativity technical and scienti? c skills, innovation capacity personality brand name, quality, reliability, fairness Organizational Capabilities Competencies or skills ? ms use to wrench inputs into outputs Capacity to combine tangible and intangible resources to achieve a desire goal Collins & Porras Main Claim Successful companies have a clear vision made up from a core political theory and an envisioned future that motivate employees and guide decision-making. Core Ideology guides, inspires and makes work meaningful for employees. Purpose soul of and reason why an organization exists tremendous motivations Values strong beliefs about what is most important Envisioned prospective BHAGs clear, compelling goals to engage and energize they should contain a measurable objective, be dif? cult but not impossible, and achievable in a long-run period (10-30 years) Vivid description paints an exciting picture of the future (whats it going to be like? BHAG types Qualitative and quantitative for attainable targets David vs ogre for a common enemy goal Emulation of role models for gumptious organizations Internal transformations for large, established organizations Other Stuff Underlying Assumptions they form the land 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 wrong and how things ought to be PACCEs always put an article through these ? ve concepts. glib language Assumptions and values (beliefs that affect how the compose sees the world) Claim (the broader issue, the thesis the author wants you to accept) Causal logic (claims regarding cause and effect) Evidence (SCRAAP is it suf? cient, clear, authoritative, accurate, precise, representative? )