Management Theorists Summaries

Chandler The permit Logic of Industrial Success Main claim Successful companies exploit economies of scale and scope in capital-intensive industries by investing in Production capacity technology, research & development Strong management hierarchies internal and international marketing and distribution net contributes Secondary claims The ? st companies to make these investments dominate their market and are First Movers they give up the upper hand on the Experience Curve and thus a competitive advantage, and they maintain their plaza through constant innovation and schema. Growth through unrelated diversi? cation is a poor business strategy the right idea is moving into related product markets or to expand geographically Companies in an oligopoly pose stronger through intense competition. Companies grow horizontally by combining with competitors, and vertically by moving receding(prenominal) to control materials and forward to control outlets. Greiner Evolution and Rev olution as Organizations Grow Main claim organizational growth is characterized by ? ve succeederive 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 adjacent and precipitate the crisis.Secondary claims Organizations should not skip phases some go quickly through them, some regress bill managers whose style is no longer appropriate should remove themselves Growth is avoidable The future of an organization is situated 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 Direction hierarchy, specialization, formal communication, managers, supervisors Delegation decentralized organizational structure, empowering of lower-level managers Coordination formal planning, top executives uprise and administrate new(a) systems Collaboration teamwork, problem-solving, open-door matrix structure Phases of revolution (LACRPs) Leadership necessary skills to introduce new techniques Autonomy ? eld managers experience knowledge is restricted by the hierarchy Control top managers look to to regain control of the company Red tape excess restrictions and regulations, bureaucracy, ineffectiveness in problem-solving Psychological fertilization Barney Main claim inwrought and External Analysis provides a balanced view of a ? rms competitive advantage, which is a moving target. External environment analysis (opportunities and threats) cannot explain a ? rms success by itself strategists must analyze its internal strengths and weaknesses. VRIO Framework Value does a ? ms imagerys and capabilities alter 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? cult y 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 Composed by Internal and External Environment analysis aims to identify the key issues facing a company. Strengths internal resources and capabilities Opportunities external trends, effort conditions and competitive environment Weaknesses and Threats issues that must be addressed to improve a companys stance Tangible Resources Financial cash or cash equivalents, borrowing capacity Physical plants, facilities, manufacturing locations, machinery and equipment Technological tidy sum secrets, patents, copyrights, trademarks, innovative production processes organisational strategic planning, evaluation and control systems Intangible Resource s Human experience, capability, trust, managerial skills, speci? c practices and procedures Innovation/Creativity technical and scienti? c skills, innovation capacity Reputation brand name, quality, reliability, fairness Organizational Capabilities Competencies or skills ? ms use to turn inputs into outputs Capacity to combine tangible and intangible resources to achieve a desired goal Collins & Porras Main Claim Successful companies have a clear reverie made up from a core ideology and an envisioned future that motivate employees and guide decision-making. cell nucleus Ideology guides, inspires and makes work meaningful for employees. Purpose soul of and reason why an organization exists idealistic motivations determine strong beliefs about what is most important Envisioned Future BHAGs clear, compelling goals to engage and energize they should tolerate a measurable objective, be dif? cult but not impossible, and achievable in a long-run period (10-30 years) Vivid des cription paints an exciting picture of the future (whats it going to be give care? BHAG types Qualitative and quantitative for attainable targets David vs Goliath for a common enemy goal Emulation of intention models for up-and-coming organizations Internal transformations for large, established organizations Other Stuff Underlying Assumptions they form the basis 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. Persuasive delivery Assumptions and values (beliefs that affect how the author sees the world) Claim (the broader issue, the thesis the author wants you to accept) Causal logic (claims regarding cause and effect) certainty (SCRAAP is it suf? cient, clear, authoritative, accurate, precise, representati ve? )