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COMM 200 Final Review

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COMM 200
Darren Mc Caugherty

COMM 200 Final Review Chapter 7: Developing your Business Structure and Culture Business System Design: 1. Organizational Structure, Culture, and Management Approach 2. Mechanisms for Effective Talent Management 3. Control Systems to Manage Strategic Intent 4. Operational Processes and Market Support/Alignment Value Chain: term for the processes and initiatives needed to support and direct the product transformation within an organization, the creation of the value proposition for this product and the distribution, marketing, sales, and service in support of this product Simple Structure – Functional Structure – Customer Structure – Divisional Structure – Geographic Structure Organizational structure should be thought of almost as a customization of the way an organization perceives it is best able to manage its business system and deliver its products to the marketplace. Structural Building Blocks: Work Efficiencies, Degree of Departmentalization and Customer Intimacy Culture: defines how the individuals within the organization behave and how the organization as a whole will react to both internal and external challenges and stimuli Cultural Framework: Employee Interaction, Risk Allowance, Control Protocols and Competitive Emphasis Management Approach: 1. Hierarchy Requirements: managerial hierarchy refers to the number of layers of management deemed necessary to effectively manage the organization and their sequential ranking relative to one another 2. Span of Control: the number of subordinates a manager has reporting to him or her 3. Decision-making Control: the level of responsibility and decision-making authority that is actually transferred to each specific managerial position 4. Coordination of the Work Effort: organization and allocation of the HR complement and the development of the structure surrounding it in a manner that produces the most effective and efficient business system 5. Nature of Work: refers to the specific tasks that need to be accomplished at the individual job level within the organization Restructuring: addresses the need to change an organization’s business system or desired position in the marketplace, or to make fundamental changes in the way an organization does business Chapter 8: Managing and Leading the Organization’s Talent Managers need to spend more time coaching and providing feedback to employees, ensuring that a culture of collaboration and communication exist within the organization, effectively addressing underperformance, providing rewards that reflect the level of performance given and investing in the resources needed in order for all to be successful in their work endeavours. Employee Transformation Process: Job Posting Identification and Design – Recruitment – Selection – Intake – Acclimatization and Training – Productivity – Retention via Opportunity, Challenge, Enrichment Failure to provide enrichment, rewards and recognition can lead to increased probability of defection. Motivational Toolkit: Trust and Respect Approval, Praise and recognition Lead by example Enrichment Negotiation skills Treasure Managerial Skills: leadership skills, human relations skills, technical and analytical skills and conceptual skills Personal power is the power, which a manager has as a result of the leadership capabilities whereas positional power is derived from their title within the organization. The constant pressure to meet shareholder expectations and monthly/quarterly/current-year targets has a tendency to shift managers into short-term focus mode. Employees who understand the business as a whole are more likely to demonstrate increased accountability and responsibility, take initiative, and seek to protect the business owner’s investment. Chapter 9: Operations and Supply Chain Management Operations management is all about the ability of a company to control and improve its business process. Operations Management: the effective design, development, and management of the processes, procedures, and practices embedded within an organization’s business system for the purpose of achieving its strategic intent.  Process Management: the design and development of the workflow and connectivity of the transformation requirements needed to ensure that the organization’s products and services are efficiently produced and effectively delivered to the market place.  Supply Chain Management: the management of the interdependencies amongst suppliers, manufacturers and distributors; it seeks to develop the terms and conditions that will enable all parties to efficiently and effectively meet their obligation to one another due to their business relationships  Product/Service Management: refers to the variety of activities that commence with the design and development of potential new products in R&D and extends to the post-purchase support of products Value Maximization: refers to the maximizing benefits that an individual or set of customers will realize as a result of using a product or service Primary Activities: relate to the specific activities through which the development and transformation of a product or service occurs as it is produced and delivered to the marketplace  Inbound Logistics: refers to the management of supplier relationships relating to those parts or finished goods that are brought into the organization in order to produce finished products or for delivery to the marketplace  Operations: refers to the manufacturing and/or product change processes set up to ensure that the final product the organization is manufacturing or handling is ready for the marketplace  Outbound Logistics: refers to getting the finished product to the customer via a distribution channel that is accessible, convenient, and able to minimize stockouts and other sales impediment factors  Marketing and Sales: refers to those activities that create profile and awareness for the organization’s products, services or brands and the benefits derived from the acquisition and use of such products or services  Customer Service: refers to the support provided to customers before, during, and following the purchase process Support Activities: those areas within the organization that are not directly associated with the actual process the organization uses to produce the product but that are an integral part of the support structure the primary activities rely on to successfully execute strategy (ex. HR, R&D, IT, legal, etc.) Operations Cycle: the alignment of operational task within the organization by its management team in order to meet the strategic outcomes defined in the organization’s business strategy Process Standardization: the design and utilization of common platforms and task sequencing to produce a variety of products Process Simplification: the design and utilization of a minimum number of tasks when developing products Process Management: Process Design, Layout and Execution; Materials Management; Capital Asset Evaluation and Acquisition; Facility Design and Layout  DICE – Define, Identify, Create and Execute  Materials Management: refers to the management of the inputs required in order to develop the products or services that the organization is intent on delivering to the marketplace  Facility Design and Layout: refers to the infrastructure layout and related facility components that will be required to house and support the processes and materials used by the organization  Capital Asset Evaluation and Acquisition: refers to an assessment by the operations management team of the state of current capital assets and a determination as to their applicability to meeting the long term needs of the organization Supply Chain Management: refers to the development of the supply chain structure and the accumulation of the necessary information to make effective supply chain decisions Supply Chain Operating Execution: refers to the execution of the specific tasks necessary to ensure that key performance results are achieved Supply Chain Performance Evaluation: refers to the critical outcomes that the supply chain must achieve in support of the organization’s overall operating performance Cash Operating Cycle: refers to the amount of time it tak
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