Professional Documents
Culture Documents
Nick Van Dam
Nick Van Dam
Nick Van Dam
Jos Marcus
Organisation
and Management
An International
Approach
|J Routledge
Taylor &. Francis Croup
LONDON AND NEW YORK
Contents
I Part A
Organisations and their environment 41
2 Environmental influences 43
2.1 Organisations 44
International management insights; Florence Plessier 45
2.2 Stakeholders 46
2.3 External factors 48
2.3.1 Environmental factors 49
2.3.2 Technological factors 51
2.3.3 Demographic factors 54
2.3.4 Economic factors 56
2.3.5 Political factors 58
2.3.6 Social factors 61
Business culture orientation: Döing Business in India 66
Summary 67
Definitions 68
Exercises 69
3 Strategie management 71
3.1 The Strategie management process 72
International management insights: Niels Thestrup 73
3.2 The classical approach to Strategie management 72
3.3 Situational analysis 74
3.3.1 Definition ofthecurrent vision, aims and strategy 75
3.3.2 Internal investigation as part of the situational analysis 79
3.3.3 External research as part of the situational analysis 89
3.4 Strategy formation 93
3.4.1 Strategy formation: determining a view of the future 95
3.4.2 Strategy formation: development of different strategies 96
3.4.3 Strategy formation: evaluation and choice of a strategy 102
3.4.4 Strategy formation according to Porter 103
3.5 Flanning and Implementation 105
3.5.1 Flanning cycles 106
3.5.2 From planning to introduetion 108
3.6 Critical observations about the classical approach to Strategie management 110
3.7 Strategie management in perspective 111
3.7.1 Hamel and Prahalad's strategy model 111
3.8 Strategie management and Business intelligente 115
Business culture orientation: Döing Business in the USA 117
Summary 118
Definitions 119
Exercises 121
4 Collaboration 125
4.1 Types of collaboration 126
International management insights: Fabienjolly 127
4.1.1 Ways that organisations can work together 126
4.1.2 International collaboration 129
4.2 Alliances: motivating factors and the keys to success 132
4.2.1 Collaboration: what are the mouves? 132
4.2.2 Reasons behind successful collaboration 133
4.3 Collaboration between competitors and partners 135
4.3.1 Collaboration between competitors 135
4.3.2 Collaboration between non-competitive organisations 136
4.4 Collaboration in trade cooperatives 142
4.5 Mergers and acquisitions 144
4.5.1 The motives behind mergers and acquisitions 145
4.5.2 Acquisitum price and price calculation 146
4.5.3 Problems associated with mergers and acquisitions 147
4.5.4 After the merger 14g
Business culture orientation: Döing Business in Poland 151
Summary 152
Definitions 153
Exercises 155
I Part B
People and organisations 161
6 Management 215
6.1 The managet 216
International Management insights: Sushant Button 217
6.2 The managet within the Organisation 216
6.2.1 The manager's tasks 219
6.2.2 Top managers 221
6.2.3 Middle Management 222
6.2.4 Managers in government 224
6.3 The manager as a director of others 225
6.3.1 Managers and power 225
6.3.2 Leadership 229
6.3.3 Leadership styles 230
6.3.4 The international manager 249
6.4 The manager as a person 252
6.4.1 Career 252
6.4.2 Leisure activity 255
6.4.3 Entrepreneurial management 255
6.5 Management and ethics 256
6.6 Management and Information 25g
Business culture orientation: Döing Business in Argentina 264
Summarg 265
Definitions 266
Exercises 268
7 Decision-making 271
7.1 The decision-making process 272
International management insights: William P. Corbett 273
7.2 Decision-making in organisations 274
7.3 Rational decision-making 276
7.3.1 Defining the problem 277
7.3.2 Devising of alternatives 27g
7.3.3 Evaluation of alternatives 27g
7.3.4 Making a choice 280
7.3.5 Implementing and monitoring the decision 281
7.4 Irrational decision-making processes 282
7.4.1 The neo-rational decision-making process 282
7.4.2 The bureaucratic decision-making process 283
7.4.3 The political decision-making process 283
7.4.4 The open-ended decision-making process 284
7.5 Aspects of decision-making 284
7.5.1 Creativity 284
7.5.2 Participation 285
7.5.3 Meeting skills 287
7.5.4 Negotiating 28g
7.5.5 Styles of decision-making 2gi
7.6 Aids and techniques for decision-making 2g2
7.6.1 The balanced scorecard 2g2
7.6.2 Decision matrix 2g4
7.6.3 The decision tree 2g5
7.6.4 Decision-support Systems 2g6
Business culture orientation: Döing Business in Germang 2gg
Summarg 300
Definitions 301
Exercises 303
I Part C
Structure and Organisation 30g
Illustrations 476
Index 477