dogs

- low market growth and share

- requires the hefty investment

cash cows
- high makret share but low growth rate
- need more investors

question mark
- high growth rate but low market share
- advertise, expand more

stars
- high growth and share

coporate strategy
- stablish the overall value of a business,
set strategic goals and motivate employees to achieve them.

business strategy

functional strategy

Vertical
Responsibilty
Accountability
Authority
Delegation
Cenrtalization
De-centalization

Horizontal
The “Line” department
Front liners

Approaches to organizations:
Functional
helps organizations operate better by grouping employees based on
their specialist skills and experience
marketing and human resources
economies of scale can be recognized - cost advantage, grouped
together that only one material is being used, more efficient
Monitoring of the environment - most closely to development, simple
and stable environment
Specialized training, Decision making is compact, Better maintained

Divisional
organizes the activities of a business around geographical, market, or
product and service groups
Products, costumers, graphic regions (geographic)
Product division, customer division, geographic region

Matrix
Hybrid firm: functional and divisional overlap
Report to bosses of functional and divisional
Report to multiple leaders
Divided loyalty: see who are loyal to the group
Accountability is uncertain
 Network
Techinal specialization
Dynamic
Interdependently
one in which organizations group certain types of employees together
based around a common specialization
outsourcing

Integration and coordination

Coordination by:
1.Standardization - certain criteria, policies, etc.
2.Plan - same vision, goal
3.Mutual adjustment - coherence, understanding on what they are working on
4.Communication - by sharing information,

LEADERSHIP

5 key behaviors
- challenge the process
- inspired a shared vision
- enable others to act
- model the way
- encourage the heart

when you work for exellence, you can't be always perfect

ideal: standard of excellence
unique: different visions for each organizations

realistic and optimistic

leading and managing

- effective managers aren't all true leaders
- leading = importantg changes
- 2 types:

power
- ability to give task to others; having authority and having influence to get
something done
- sources
1. authority
2. control over rewards
3. appealing over punishment - coercive power
4. appealing personal characteristics
5. expertise - expert in some aspects

traditional approaches to understanding leadership

1. trait approach
- qualities that make a leader
a. drive - driven to the goal(?)
b. leadership motivation
c. intergity
d. self-confidence
e. knowledge of the business
*use information as an advantage

2. behavioral approach
- how leaders behave
-leader behaviors
a. task perfomance
b. employee participation in decision making
c. good maintenance
- decision style
- perfomance maintenance behavior

3. situational approach
- essentially situational in nature
a. analyze desicion significance
b. importance of commitment
c. leader's expertise
d. likelihood of commitment
e. group support for objectives
f. group's support and expertise
g. team competence
- Vroom's leader decision styles:
a. decide
b. consult individually
c. facilitate
d. consult group
e. delegate
- fiedler's contingency Model
a. leader-member relations
b. task structure
c. leader position

Transformational leadership

6 leadership styles:
- daniel goleman
a. coercive
b. authorative
c. affliliative
d. democratic
e. pacesetting
f. coaching