Vocabular Gestion empr.

The mission statement:

Describes the company's function, markets and competitive advantages; it is short written statement
of your business goals and philosophies. A mission statement defines what an organization is, why
it exists, its reason for being.

Pourquoi l’entreprise existe, son but  ?

The vision statement:

Describes the desired future position of the company.

L’ambition de l’entreprise.

Example:

Google’s corporate mission statement: “to organize the world’s information and make it universally
accessible and useful”

Google's vision: “to provide access to the world’s information in one click.”

Tesla’s corporate mission statement: “to create the most compelling car company of the 21st
century by driving the world’s transition to electric vehicles.”

Tesla's vision statement: “to accelerate the world’s transition to sustainable energy.”

TED's mission statement: "spread ideas"

TED's vision statement: "We believe passionately in the power of ideas to change attitudes, lives and,
ultimately, the world"
 1. Management function

Management is the coordination and administration of tasks to achieve a goal.

Management operates through various functions, often classified as: Planning, Organizing, Staffing,
Leading /Directing and Controlling /Monitoring.

Planning The most important, but often determined postpone (après coup)
Organizing
After plans and goals are determined
Staffing
Leading = l’influence sur le comportement des personnes au sein de
l'organisation
Controlling Determines if objectives are completed / if norms are respected

2. For-Profit and Not-For-Profit Organizations

2 kinds of organisation, for-profit and not-for-profit

For profit:

Goals is to make profit. Profit = cost – gain. Goal is to have more profit than costs.

Not-for-profit:

Does not distribute profits or dividends. Instead, it retains any earnings or surplus revenues to
achieve its goals.

3. Decision levels

3 decision levels to go from a vision to a mission.

Strategic level = the idea (Where are we now? Where do we want to be? How do we get there?) long
term

Tactical level = how to realise the idea, making plans (resource acquisitions and utilizations to achieve
the organizational goals) Medium term

Operational level = the execution of the strategy (plans to establish actions that are necessary to
achieve operational goal, maximum planning horizon = 1y) Short term

4. Stakeholders

Stakeholder = anyone who take interest to the company and can affect or be affected by the
decisions

= suppliers, employees / managers / owners, customers

= extended to government, society, creditors and shareholders

 5. Organizational structures

How is organized a society, how are arranged the activities of people.

Pyramids or hierarchies: employees have leaders who have leaders who have leaders… rigid but clear
structures

Matrix organisations: hierarchies but in 2 dimensions. Functional (all experts in a field have
managers) and executive (experts of different fields work together for a project).

Committees or juries: everybody has the same “power” and decision are made by vote.

Ecologies: every unit has their own stats and company promotes internal competition. Everybody is
paid depending on what they do, based on merite.

6. Organizational functions

Marketing = improve the retention (=customer loyalty), using data to understand needs

Operations management = management of operations/processes that transform inputs into goods

and services that add value for the customer

Human resource management = management of the employees (attraction, selection, training,

assessment, and rewarding)

Finance = evaluation, disclosure, and management of economic activity

Management information systems = uses information technologies (technologie de l’information),

people and data to create tools to that helps the decisions

7. Balanced scoreboard

The balanced scorecard (BSC): a management system and structured report that aligns the
organization’s strategy with its tactical activities.
Example of BSC

BSC = le rapport qui donne des axes de décisions

Key Performance Indicators (KPIs): the indicators that align performance with strategic objectives.
Indicators can be revenue growth, net profit margin, new customers, employees’ satisfaction.

They should be defined in simple, concrete language that makes the strategic objectives accessible,
and should also be linked to the budget. With enough time and honing, these measures will become
obvious.

KPIs should be simple, relevant, aligned with the goals, actionable and measurable.

Is satisfaction measurable?