Mary Parker Follett Edgar Schein

“Mother of Modern Management” 1. Artifacts

1. Integrating
- High concern for self and others. Useful for
effectively dealing with complex problems.
2. Compromising
- Intermediate in concern for self and others. Give and
take style.
3. Dominating
- High concern for self and low concern for others.
Identified with win-lose orientation. A dominating or
competing person goes all out to win his or her
objective and, as a result, often ignores the needs and
expectations of the other party.
Peter Senge
1. Personel mastery (self-awareness)
- How much we know about ourselves and the impact our
behaviour has on others. Personel mastery is the human face of
change.
2. Mental mode
- One key to change success is in surfacing deep-seated mental
models. beliefs, values, mind-sets and assumptions that
determine the way people think and act.
3. Shared vision
- The key vision question is ‘What do we want to create
together?’
4. Team learning
- happens when teams start ‘thinking together’. Teams develop
reflection, inquiry and discussion skills
- These are the “visible” symbols of the culture. Provide an insight into
how the organization wants to appear at first sight and how it appear to
us. It is visible organizational structure and processes that are easy to
observe but difficult to interpret.
2. Espoused value
- Organization stated values and norms and present and form rules
under which the organization works
often found on company websites and also the area which has the
greatest change of being disconnected from reality.
3. Basic assumptions
- An assumption is a kind of belief that is taken for granted as a fact and
so it is never challenged.
the beliefs that people use to make day-to day decisions within an
organization. Routine and norm in everyday life that we neither
challenge nor debatable, therefore extremely difficult to change
Igor Ansoff Matrix
Market expansion grid. Tool to firms analyze and plan their strategies for growth.
i. Market penetration
- Focus on increasing sales of existing products to an existing
market.
ii. Product development
- Focus on introducing new product to an existing market.
iii. Market development
- Focus on entering a new market using existing product. It
expanding into new geographic regions, customer segments.
iv. Diversification
- Focus on entering a new market with a new products. Riskiest
strategy of all four. Firm is moving into an unfamiliar market.

Daniel Goleman : emotional intelligence

William Ouchi (Theory Z) - Critical part of social. Emotional intelligence describes the ability, capacity, skill, to
Bring the different management of mindset, decision making and identify, assess and manage the emotions of one’s self, of others and of groups.
so on. focuses on organizational culture and quality. i. self-awareness
Characteristic of Theory Z having a realistic assessment of his abilities. the ability to understand your emotions,
- Collective decision making recognize their impact and use them to inform decisions.
- Slow evaluation & promotion ii. Self-regulation
- individual responsibility Ability to control emotions and impulses
- focus on training iii. Motivation
- pay attention to its employees personel circumstances Deepest preference to achieve our goals
- long term employment iv. Empathy
Ability to identify with and understand the wants, needs and viewpoints of other people.
Michael Porter v. Social skills
1. Competitive Rivalry People with good social skill can manage disputes, excellence communicators and master at
looks at the number and strength of your competitors. In an industry where building and maintaining relationships.
rivalry is intense, companies attract customers by aggressively cutting prices
and launching high-impact marketing campaigns. However, this can make it
easy for suppliers and buyers to go elsewhere if they feel that they're not Environmental sustainability
- Responsible interaction with the environment to avoid degradation of natural
getting a good deal from the company.
resources and allow for long-term environmental quality. ensure that the needs
On the other hand, where competitive rivalry is minimal, and no one else is
of today's population are met without jeopardizing the ability of future
doing what you do, then you'll likely have tremendous competitor power, as
well as healthy profits.
2. Supplier power
management
processes
procedures,
practices,
responsibilities,
resources
establishing
that
and
regulations
environmental
complies
manages
for
andaof
waste
with
Waste Managementsystem
all
generations to meet their needs.

- management of all responsibilities, practices, procedure, processes and

- Companies in every industry purchase various inputs from resources for establishing a system that manages waste and complies with
suppliers, which account for differing proportions of cost. environmental regulation.
Powerful suppliers can use their negotiating leverage to charge Collection, treatment, transportation, disposal of garbage, sewage and recycling.
higher prices or demand more favourable terms from industry Method of waste management
competitors. i. Landfills
3. Buyer power ii. Incineration/combustion
- Powerful customer can use their clout to force prices down or iii. Recovery & recycling
demand more service at existing prices. Buyer power are highest iv. Composting
when buyers are large relative to the competitors serving them. v. Waste minimization
4. Threat new entrants vi. Waste to energy
- Force current players to keep prices down and spend more to
retain customers. This threat depends on the size of a series of Ethical and Responsibility
barriers to entry.
5. Threat of substitute product i. Philanthropic responsibility
- Be a good corporate citizen. More than just doing what is right, but it is
- When a new product meet the same basic need in a different
something that holds true to the company’s values, to give back to society.
way, industry profitability suffers. Substitute products give ii. Environmental CSR
consumers the opportunity to choose alternatives based on price - Aims to reduce any damaging effects on the environment from operations of
or quality. business.
iii. Economic responsibility
- Focus to strike a balance between business, environmental and philanthropic
Well-Being : Physical Safety
practices. Performing this responsibility companies try to find out a solution
1. Physical wellbeing
that can facilitate their business growth and generate profits by benefiting the
- Assesses physical health and risk factor community and society.
2. Social wellbeing iv. Ethical responsibility
- Relates to an individual level of happiness and purpose - Obey the law and do their business ethically. Doing the right thing, being
3. Psychological wellbeing fair in all situations and avoiding harm. Not only show stakeholders that they
- Refer to an individual emotion health and overall are moral, but people will feel more comfortable purchasing good from the
functioning. company as well