Guide to International Organization and Management: Business Strategies and Practices, Schemes and Mind Maps of Calculus

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Nick van Dam Jos Marcus Organisation and Management An International Approach Noordhoff Uitgevers Groningen | Houten About the authors & acknowledgements V Introduction 1 1 The evolution of organisation and management thoughts 5 1.1 Introduction 6 1.2 Origins of the field of study 7 1.3 The development of trading and the emergence of multinational enterprises 8 1.4 Schools of thought and personalities 11 1.5 Events prior to the industrial revolution (400 BC-1900 AD) 12 1.6 Frederick Taylor and scientific management (± 1900) 13 1.7 Henry Fayol and the general management theory (± 1900) 15 1.8 Max Weber and the bureaucracy theory (± 1940) 16 1.9 Elton Mayo and the human relations movement (+ 1945) 17 1.10 Rensis Likert (and others) and the neo-human relations approach (± 1950) 18 1.11 Kenneth Boulding and the systems approach (± 1950) 20 1.12 Paul Lawrence, Jay Lorsch and the contingency approach (± 1965) 21 1.13 Recent organisational theories (1980+) 21 Business culture orientation: Doing business in France 35 Summary 36 Definitions 37 Exercises 39 P a r t A ©ir'gjsiininsaiSDOinis a in ell tbislv euwfiroiniinnieinifS 43 Interview with Jeff Bezos, founder of Amazon.com 44 2 Environmental influences 47 2.1 Organisations 48 2.2 Stakeholders 49 2.3 External factors 52 2.3.1 Environmental factors 52 2.3.2 Technological factors 54 2.3.3 Demographic factors 57 2.3.4 Economic factors 61 2.3.5 Political factors 63 6.4 The manager as a person 262 6.4.1 Career 263 6.4.2 Leisure activity 265 6.4.3 Entrepreneurial management 266 6.5 Management and ethics 267 6.6 Management and information 269 Business culture orientation: Doing business in Argentina 274 Summary 275 Definitions 276 Exercises 278 7 Decision-making 281 7.1 The decision-making process 282 7.2 Decision-making in organisations 283 7.3 Rational decision-making 286 7.3.1 Denning the problem 287 7.3.2 Devising of alternatives 288 7.3.3 Evaluation of alternatives 288 7.3.4 Making a choice 290 7.3.5 Implementing and monitoring the decision 290 7.4 Irrational decision-making processes 291 7.4.1 The neo-rational decision-making process 291 7.4.2 The bureaucratic decision-making process 292 7.4.3 The political decision-making process 292 7.4.4 The open-ended decision-making process 292 7.5 Aspects of decision-making 294 7.5.1 Creativity 294 7.5.2 Participation 295 7.5.3 Meeting skills 297 7.5.4 Negotiating 299 7.5.5 Styles of decision-making 301 7.6 Aids and techniques for decision-making 302 7.6.1 The balanced scorecard 302 7.6.2 Decision matrix 305 7.6.3 The decision tree 306 7.6.4 Decision-support systems 307 Business culture orientation: Doing business in Germany 310 Summary 311 Definitions 312 Exercises 314 Notes Part B 316 Part C HffiiPUffiffiyir'e and oirgainiisaiSfloini 319 Interview with Howard Schultz, ceo of Starbucks 320 8 Managing organisational processes 323 8.1 Managing organisational processes 324 8.2 Business processes 324 8.2.1 Types of business processes 325 8.2.2 The management of business processes 327 8.2.3 Business processes and added value 330 8.2.4 Business processes and quality 332 8.2.5 Logistics management 339 8.2.6 Human resource management 342 8.3 Hierarchical levels and specific tasks 354 8.3.1 The Board of Directors 355 8.3.2 Top management 355 8.3.3 Middle management 357 8.3.4 Operational staff 357 8.3.5 Corporate social responsibility (CSR) and corporate governance 357 8.3.6 The works council 363 8.4 Types of organisational management 362 8.5 Methods used to run organisations 363 8.5.1 Techniques directed towards individual employees 364 8.5.2 Techniques directed towards the organisation as a whole 368 8.5.3 Process-oriented methods 372 Business culture orientation: Doing business in Denmark 377 Summary 378 Definitions 379 Exercises 381 9 Organisational structure and design 385 9.1 Organising activities 386 9.2 Task division and coordination 387 9.2.1 Vertical task division 387 9.2.2 Horizontal task division 390 9.2.3 Authority, responsibility and delegation 395 9.2.4 Span of control 397 9.2.5 Organisational diagrams 399 9.3 Organisational systems 400 9.3.1 Line organisation 402 9.3.2 Line and staff organisation 404 9.3.3 Functional and line staff organisation 406 9.3.4 Line-staff-committee organisation 407 9.3.5 The matrix organisation 408 9.3.6 Project-based organisation (PBO) 410 9.3.7 Internal project organisation 411 9.4 Divisional organisation 433 9.5 Mintzberg and organisational structures 416 9.5.1 Organisational properties 437 9.5.2 Organisational forms 420 9.6 Communication and consultation structures 426 9.7 Developments in the structuring of organisations 430 Business culture orientation: Doing business in Italy 434 Summary 435 Definitions 436 Exercises 439 10 Managing organisational change and innovation 441 10.1 Change 442 10.2 Effectiveness and successful organisations 442 10.3 Organisational culture 443 10.4 Organisational development 450 10.4.1 Scott's growth model 450 10.4.2 Greiner's growth model 452 10.4.3 Restructuring 456 10.4.4 The learning organisation 459 10.4.5 Empowerment 463 10.4.6 Successful organisational change 464 10.5 Organisational consultancy 468 10.5.1 The doctor-patient model 470 10.5.2 The process model 470 10.5.3 Relationships of an advisory nature 471 10.6 Organisational research 472 Business culture orientation: Doing business in China 473 Summary 474 Definitions 475 Exercises 477 Notes Part C 480 Illustrations 483 Index 486