Mind Map Sesi 1 PDF

# Chapter 1: Intro to Management - Netwamed economy - Intellchal Capital - Global elchemy - Woning in today's economy - Essential Managerial skills - Concepthal skills - Hunanskills - Technical skills - Interpersural redes - Auntzberg's 10 Managerial redes - Planning - Orgamsing - Leading - Contr...

# Chapter 1: Intro to Management - Netwamed economy - Intellchal Capital - Global elchemy - Woning in today's economy - Essential Managerial skills - Concepthal skills - Hunanskills - Technical skills - Interpersural redes - Auntzberg's 10 Managerial redes - Planning - Orgamsing - Leading - Controllug - Ultimatt Furdanars of an org. - People - Unculedge womer - Resauce flows - Predict marmers - Globalisaron - Business Competinar - Pre-judce - Diversity - Discmmnarain - Glass Ceiling effect - what is Organization? - typec of managers - FunCheval - Line Managers - Staff Managers - General managers - Organisational Perfomance - Collection of people - Organi zation as cpensysem - OLAMA - Input - Transient - Trangjam - Producrisy - perfam Effectiveness - efficiency # Chapter 2: Historical Foundations of Management - Taylor & Lilian Gilbreth - Scientific Mgt. - long-term employment - slower promcararsand lateral job maeneniser - attention to Career - use of consensus - decision-mains - Emphasis cruse of teamarom - Henry Fayol - May Paver Follert. - Max weber. - Administratue Mot - Bureaucratic Mot - Classical approach - System Theary Z - Thinning - Contingency thing - Modem Approch - Peeple are Complex & Vanable. - Managers should respard to individual dyferences - Motion Study - Develop for every job a'suence" - Carefully select womes with the rightabilities fer theyb - Carefully traviand - Incentivite wones - Supper ucmes alth - Carefully planreduam - Scientific Mgt. - Chapter 2: Historical Foundations of Management - Behaveral. Approach - Bureaucracy (weber) - AdminisAGA MGT - Prmaple - Organisatias as Communities - Collectue responsibilingt - Busness preblems invde. - several factars that are relased. - Private prefirs for the Commen goed - Foresight - organisaran - Command - Coordmanian - Connel. - Scalar chain prraple - Unity of Command Principle - Umay of direction Principle - "Hawthorne effect!". - Cleardivision of labor - Clearfierarcy of authoring - Formal rules and procedures - Impersonaling - #singledat. - toperfamas - екресна - Stuerel. - Mathematics - Forecasin's - Inventory modelling - etc. - Thining - upeople dislive - Coulling to wom - Savery - Physikgical - human need seit - resteem - Suural - MC Gregur's theany - Maslow's theany - Theary-x - Theary y # Chapter 3: Environment and Diversity - Politics.-Legal - Ecchemic. - PESTEL - Socio cultural - Technology - Envirament. - "Inchburg!.. - Rate of Change HH-M - In еплосттену L - L - High incentaury - L-M - Complexity of enurament - Environmental uncenanny - Ceskmers - Suppliers - competitors - HR - regularers - Multiple stakehoblas in the environment - "Diversity!". - Leadership approach to diversos - "Quality Diven" Organisatan". - "Castamer-Driven organisanians!". - Total Quality Impraement" - Confamance to Standads - To Defect presentin - Defect-freeucm - "Lean Production" Lo Quaillingsaves merly - "Plexible mamfarang! - Agile mamfaching & massastamisatanic - Strategic Capabilities vs Dynamic capabilities - Co those that are difficult to imitate. - Vaherothe Cuskmer. - Org.culture - "Symbolic leader - System of shared beliefs and Valved that develops within an organisation and guides the behaviour of its members. - Shouldmeet. - Cae culture - fellaming Chieria. - Relevance - Pervaisness - Strength. - co valves, beliefs about the right way to behap - Observable alture. - Un. The elements of daily org.life. - e-g stories Symbus ntuals. - Affirmatie action - Valving diversry - Managing duerssy # Chapter 8: Planning - "Setting Objectives" - "The best way to go". - Type of Plans - Strategic Plans - Tacticalplans - Operational plars - "Management by Objectives (CMBOI)". - Participatory Planning - Chapter 8: Planning - "SMART" Model - Systematic Planning Process - "Policy vs Procedures" - Contingency VS Scenano Planning - Forecasting - Qualitative - Quantitative - Budgers ( "zero-based budget" - ①Defrie objectives - ② where you Stand VS Objectives - ③ Develop scenarnics - ④ Analyze & Chouse. amang altemative actions. - ⑤ Implement the Plan & evaluate the results # Chapter 10: Organising - "System of tasks, workflows, relationship" - Diagram". - Arranging People. - Org. Structure vs Org Chart. - What is urganising? - Spanso T of vs Control. - Chain of Command. - "#of people" - "#uflayer!". - Org. life Cycle - Birth Stage - Youth Stage. - Midlife Stage. - Matunry Stage. - Types of org-Structure - Functional structure ("Similar tasks!" - Divisional Structure. - Product - Geographical (customer - Cprocess - Matrix Structure ("Combination". - Org.design. - Mechanistic vs organic design - Virtual design # Chapter 11: Controlling - Measuring Performance - Taking action - achieve Planned outcomes - what is Controlling? - Gantt Chart - Project Management Control - CPM/PERT - Operations Control - Purchasing Control - Inventory Control - Quality Control - Financial Cantrel. - Liquidity - Leverage. - Asset management - Profitability - 4 steps of Controlling - ①Objectives & Standards - ② Actual performance. - ③ Results vs objectives - ④ Corrective action - Internal vs External Controls - Self-discipline - Bureaucratic Control - Clan Control - Market Contrat - Feedforward/ "Prevention". Controls - "Before the work begins!! - Concurrent. Controls - "what happens during the work process". - Fecentralsk C "End results!". Controls - "After work is completed". - authority - Policies - Procedures - Norms - "org culture. - "Competition!". # Chapter 13: Leading - inspinng others to accomplish tasks - Chansmatic Leadership - Transformationat leadership - Transactional leadership - Interactive. leadership - Visionary Vision leadership - What is leading? - Type of Power - Position Power - Reward - Coercion - Legitimacy - Personal Power - Expert - Referent - Empowerment ("enable Others". - Hershey-Blanchard mudel - Selling - Participating - Telling - Delegating - Relationship Behavior - Task behavior # Chapter 9: Strategic Management - Process of formulaing & Implementing Strategies to accomplish long-term goals &. Sustain Competitme advantage - Strategic Mgt Tasks. - ①Identify organisational mission Cy objecimes - ② Assess current performance. towards missich Gobjecimes - ③ Create strategic plans to accomplish purpose dubjecmes - ④ Implement strategic plans? - ⑤ Evaluate results - Definition - BCG Matrix - Portfolio Planning - Porter's Generic Strategies - SWOT Analysis - Strengths - Weaknesses - Opportunities - Threats - Strategy Formulanian - Strategy Implementation - Porter's Five forces. - Threat of New entrants - Bargaing Power of Suppliers - Industry Competen - Bargaing Power of Customers - Threat of Substir Products of services - Business screen. - Cost Leadership - Broad Differentiation - Focused - Focused Low Cost - Low Price - Uniqueness - Source of Campestre adr. - Maner grouth - Dogs. - LOW - FROM Marner Shal. - Indusong attractivesness - GE - Pwinner winner, Questionmark - 6 - 6 - Grow - M - Winner Bug - Loser - Mamkin sell - Procdicer - profiter - Loser - Laer - Manhan sell - sell. - scgp - Narew - Strnag Ang - weak - Busness Strength # Chapter 19: Entrepreneurship and New Ventures - Dynamic, Risk-taking, Creative and growth oriented behavior that resuts in the Creation of new oppomnities for individuals and/or organisations - Definition - Entrepreneurshipas Innapreneursting - Entrepreneurial behavior displayed by people er subunits arthurilage org. - Typec of Financing - Debf - furenting - Equty Financing - Type of cunership - Sole proprietarship - Partnership - Company - Intermal lucus of Contral. - High energy level - High need for achievement - Tolerance for ambiguity. - self-confidence. - Characteristics of entrepreneurs - Action-onented - Desire for independence. - Barness Plan - CG desenbes the direction feranew business and the furnancing needed to eperate it - Offers cleardurection to an enterpiny. - Lachof expenemer experise. - Lack of strategy and strategic leadership - Poor fumancial Central. - ahy small. Businesses fail? - Groung too fas). - Lack of commitme - Ethical failue - over-cptimism - New Venture Creation - Co Birth Stage. - un Breakthrough Stage. - Matunity stage. # Chapter 7: Information & Decision Making - Intellchal Capital - IT - Knowledge wenker - Peer-to-peer file sharing FOMO - Instant . messaging - Severalterms of it & new wonplace - Decision-making Process - How Managers approach decisions - Problem avciders - Problem Solvers - Prodem Seeker - e-commerce - B-2-ce-commerce. - B2B e-commerce. - How IT IS Changing busmess - Chapter 7: Information & Decision Making - Data. - Quantifiable measured valves, Observations er statistical Counts when collated, becсте useful fordecision maling. - Timeliness - Quality - Completeness - Relevance. - Understandability - Five essential Characteristics of useful information - Information Systems and Manager 's rde - Decision Conditions - Typer of Managerial decisions - Programmed decisions - Nen-programmed decisions - Decisional roles - Interpersonal roles - Informational. rdes. - Ceran environment - Risk environment - Uncertain enviranment.