e2_shortnotes_ em revision kit
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Concept of strategy
formulation
Competitive
Environments
Development in Strategic
Management
Alternative approaches to
strategy formulation
Strategic
Analysis
Principals of project
Management
Project stages Project and
Stages
Enterprise
Management
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WHAT IS STRATEGY??
M I S S I O N
A D V A N T A G E
E N V I R O N M E N T
S T A K E H O L D E R S
D I R E C T I O N
O B J E C T I V E S
L O N G T E R M
A N A L Y S I S
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Corporate
Business
Functional
What?
Competitive
advantage
Action plans
purpose
How ?
Support
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Rational strategic planning process Objectives become increasingly
SMARTAll embracing
StrategicGeneral
Analysis
Specific
Detailed targets
Strategic
Implementation targets
Implementation
Action targets
Mission
Goals
Objectives
Strategies
Tactics
Operational
Plans
SpecificMeasurable
AttainableRelevant
Time- bound
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Advantages and disadvantages of the rational
(Formal Approach)
Identifies key issues
Goal congruence
Long term view
Improves stakeholder perception
Provides basis for strategic review
Bureaucratic and inflexible
Strategies emerge
Costly and time consuming
Inappropriate in dynamic markets
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Alternatives to the rational approach
Logical incrementalism
Small
Steps
Emergent
intended deliberate realised
emergen
t
unrealised
Resource based
view
Threshold Core
Basic Unique
Easy to Hard to
copy copy
competencies
resources
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Mission and Objectives
Mission
Goals
Objectives
Critical Success Factors
Key Performance Indicators
Overriding purpose
General Intention
S.M.A.R.T
Things that must go right
Measurable targets
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Stakeholders
Those persons and organizations
that have an interest in the strategy of an organization.
Minimaleffort
Keepinformed
Keepsatisfied
Keyplayers
low interest high
High
po
wer
low
Mendelowspower/interest matrix
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Assessment of the competitive environment
Internal Analysis
Porters Value Chain
Resources audit
Corporateappraisal
(SWOT)
External
analysis
Porters
diamond
Porters
5
forces
PE
S
T
E
L
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Internal analysis
Resources
audit
WHAT WE
ARE GOOD AT
WHAT WE
HAVE
COMPETENCIES
RESOURCES
THRESHOLD
CORE
BASIC
UNIQUE
Minimum requirement to
operate within a market
The basis for competitive
advantage
Similar to competitors/
easy to copy or obtain
The more unique, the
stronger the competitive
position
Value chain
Support activities
Inbound
logistics OperationsOutbound
logistics
Marketing
and Sales Service
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External analysis
Power ofbuyers
New
entrants
Power ofsuppliers
Substitutes
Rivalry
Porters 5 Forces
P
E
S
T
E
L
OLITICAL
CONOMIC
OCIAL
ECHNOLOGICAL
COLOGICAL/ENVIRONMENTAL
EGAL
Demand conditions
Strategy, structure and
rivalry
Factor conditions
Related and supporting
industries
Portersdiamond
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Contemporary thinking on strategy
distributors
finance
suppliers
manufacturers
Network organizations
Complex
forms
Strategic
alliances
Complex forms merges
Sub
contracting
hierarchy solution
In house
Transaction
cost view
outsourced
hierarchy
solution
Asset specificity
Monitoring
the contract
Drafting and
enforcing
contracts
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ENTERPRISE MANAGEMENTStrategic Management and the competitive Environment
Exam Tips
There is no one single best way of doingstrategic planning. When evaluating which
approach is most appropriate in an exam
question, make sure you justify your choice by
reference to the details in the scenario.
Make sure you know the models for
internals and external analysis and be able
to apply them to the given scenario
Look at the whole organization in thelonger term. Aim to achieve sustainable
competitive advantage, considering
stakeholders and ensuring a good fit with
the environment.
Be able to discuss what critical success
factors or objectives an organisation
should set in order to achieve its
strategic goals
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ENTERPRISE MANAGEMENTStrategic Management and the competitive Environment
Past exam questions
Around 30% of the exam paper will come from the strategic management section. Populartopics are discussing the approaches to strategy and the various analysis techniques. The
following questions are from the E2 paper, but most of the old syllabus p5 questions are
also worthwhile reviewing.
Rational approachMT (specimen)
Levels of strategy (May 10)
StakeholdersOD (specimen)
Competitor analysisFX (May 10)
5 ForcesCN (specimen)
SWOTPC (Nov 10)
Porters diamond SCO (Nov 10)
Examiners comments (from May 10):
Not enough breadth of knowledge
Lack of theoretical knowledge
A general lack of preparation
Rememberall parts of the syllabus are
examinable
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CORPORATE GOVERNANCE,SOCIALRESPONSIBILITY AND ETHICS
Enterprise Management
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ENTERPRISE MANAGEMENTStrategic Management and the competitive Environment
Social
Responsibility
Ethics
Corporate
Governance
People
Profit
Planet
Corporate
Governance
Social
Responsibility
and Ethics
LevelsApproaches
Professional ethics
OECD
Agency Problem
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ENTERPRISE MANAGEMENTCorporate governance, social responsibility and ethics
Corporate governance
Owned by
shareholders
Run by
Directors
Companies are
Corporate governance is the
system by which companies are
directed and controlled
The OECD 5 principles of corporate
governance
Right of shareholders
Equitable treatment of shareholders
The role of stakeholders
Disclosure and transparency
Responsibility of the board
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ENTERPRISE MANAGEMENTStrategic Management and the competitive Environment
Ethics
Ethics can be define as
The discipline dealing with what is
good and bad and right and wrong
or with moral duty and obligation.
Many ethical dilemmas involve aconflict of interest between stakeholder
groups.
Approaches
Integrity based
Compliance based
Professional advisors
Code of conduct
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ENTERPRISE MANAGEMENTCorporate governance, social responsibility and ethics
Objectives
Corporate
Group
Individual
Levels of ethics:
C
O
P
P
I
T
ONFIDENTIALITY
BJECTIVITY
ROFESSINAL
ROFESSIONAL COMPENCE AND
DUE CARE
NTERGRITY
ECHNICAL STANDARDS
Professional Ethics:
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ENTERPRISE MANAGEMENTCorporate governance, social responsibility and ethicsSocial responsibility
Corporate social responsibility (CSR)
Corporate social responsibility is one
aspect of business ethics and is
concerned specially with the ways in
which an organization exceeds the
minimum obligations to stakeholders
specified through regulation and
corporate governance.
Triple bottom line reporting
Profits
Planet
People
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Exam tips
Corporate governance is viewed as how directors run companies.
Know the main corporate governance rules and be able to identify problems
in a given scenario, and explain why the y are a problem.
Ethical policy should outline what activities the organization deems to be
acceptable
Corporate social responsibility is the deliberate inclusion of the public into
the corporate decision making, and the honoring of a triple bottom line:people, plant and profit.
Pros and cons of CSR
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Past exam questions- corporate governance, social responsibility
and ethics
Around 30% of the exam paper will comefrom the management of relationshipssection, of which corporate governance,social responsibility and ethics makes upa small part. All 3 areas have beenexamined in the past.
The following questions are from the E2paper, but most of the old syllabus P5questions are also worthwhile reviewing.
Corporate governanceSP Co(specimen)
A scenario based question requiringstudents to identify and discuss thecorporate governance issues. It isimportant to notice the verb discuss ,it isnot enough to simply list the issues.
CSR-PW (May 10)
A popular CSR question requiring adiscussion on the pros and cons ofadopting a CSR approch .there is anargument against CSR as it is costly inthe short term , but it may give the
organization sustainability in thelonger term. Be able to present abalanced argument.
Rememberall parts of the syllabus areexaminable
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Management of relationships
organizational cultureEnterprise management
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Organizational
Culture
LEVELS
CLASSIFICATION
MANAGING
WHAT IS
CULTURE?
INFLUENCE
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Organizational culture
culture can be defined as the way we do things around here(Handy)
LEVELS OF CULTURE(SCHEIN)
Artifacts andcreations
Values and beliefs
basic assumptions
Seen, heard and
observed
Identified from stories
Deeply embedded
Influences on culture
Size
Technology Diversity
Age
History
Ownership
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Models for categorizing culture Deal and Kennedy
Power
Person Role
Task
Handyscultural
types
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Natural cultureHofstede identified 5 dimension along which natural culture seems to vary
How much people
accept an unequal
distribution of
power
How much people
value long
standing rather
than short term
values and
traditions
How much people prefer looking
after themselves rather than
looking after others
How much
people values
rules and
stability over
risk and
adventure
How much peopleprefer male values
(power, achievement,
assertiveness etc.)
over female values
(relationships,
sensitivity, concern
etc.)
Power
distance
Long term
orentaion uncertainty
Masculinity/femininity
Individualism/ collectivism
National
culture
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Exam tips- organizational culture There are a number of
models and theories on
culture . It is important that
students are main familiar
with them. The main ones
are:
Handy
Schein
Deals and Kennedy
Hofstede
There are others
Ensure you can explain the
influences on culture, be
able to identify different
cultures from a scenario
and be able to suggest
changes to existing cultures.
Hofstedes model can be
useful when companies are
considering expanding their
operation overseas.
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Past exam questions-organizational culture
Around 30% of the exam paper will come from the management of relationships section, of
which culture makes up a small part. Culture has been a popular exam topic
The following question is from the E2 paper, but most of the old syllabus P5 questions are
also worthwhile reviewing
cultureKCC (may 10)
A scenario based question requiring students to identify the original culture of an
organizational and to comment on the changes to the culture as the organization has
grown.
The question mentioned role culture, whichsuggested the handy model. It is important to
be familiar with the models in the texts are they
are often used to enhance answer.
Rememberall partsof the syllabusare examinable
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Management
and
leadership
Classical
theories
Leadership
Human
relations
school
Definitions
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Management and leadership definitions:
POWERability to expert influence
AUTHORITYright to expert influence
RESPONSIBILTYobligation to performs
DELEGATIONtasks passed to another to
perform (note: the authority is
delegated with the task, but the
responsibility cannot be delegated)
LEADERSHIPinfluencing others to actin a particular way
French and Raven defined 5
source of power:
Reward
Coercive
ReferentExpert
Legitimate
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Scientific management
TAYLOR
WEBER
CLASSICAL
THEORIES
FAYOL
14
principles
of
managem
ent
A fair days work for a fair days pay
Cooperation
Well trained employees
Work study method
Specialisation
Rules and regulations
HierarchyBureaucratic
management
Administrative
management
Division of work
leadership
Order
Unity of command
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Human relation schoolHygiene factors
Prevent dissatisfaction
Environment Wages
supervision
motivators
Prevent dissatisfaction
Responsibility Advancement
recognition
HERZBERG
Human
relations
schools
Maslow
Mayo
Experimenter effect
Increased motivation HAWTHORNE
EXPERIMENT
MOTIVATIONAL /
HYGIENE FACTORS
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Management and leadership
The role of the manager (fayol)
Forecasting and planning
Organizing
Co- ordinating Commanding
controlling
The role of the leader
Encouraging
Motivating
Developing Inspiring
creating
A leader is one who gets
people to do things willingly
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Leadership
NO ONE RIGHT WAY
Contingency
theories
(Adair)
Likert
McGregor
Lewin
Tannenbaum
and schmidt
Black and
Mouton
Leadership
Types of
leader
Style
theories
Trait theories
charismatic
traditional
situational
appointed
functional
physical personality social
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Leadership
LIKERTExploitive
AuthoritativeParticipative
LEWIN Authoritarian DemocraticLaissez-
faire
McGregor Theory X Theory y
Tannenbau
m and
Schmidt
Tells
delegate
s
Abdicate
s
Blake and
Mouton(9,1) (1,1)(9,9)
Dictatorial inclusive little or no
management
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LeadershipLEWIN
Democraticmanager makes
decisions with group participation
Laissez-fairemanager leaves
group alone
Authoritarianleader tells group
what to do
PRODUCTIVITY
MOST PRODUCTIVE
NEXT MOST PRODUCTIVE
LEAST PRODUCTIVE
SATISFACTION
MOST SATISFIED
NOT SATISFIED
LEAST SATISFIED
Mc GREGOR theory X
Managers assumes people donot want to work, dislike
responsibility and cannot be trusted.
Theory Y
Managers assume people want towork, are motivated and seek self
achievement.
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Tannebaum and Schmidts leadership continuum
Dictatorship Abdication
Area of freedom for managers
Increase
Area of freedom for subordinates
Increase
Able to make
unchallenged
decisions
Persuade
workers
to accept
Presents
decisions
invite
questions
Present
draft
decision
Present
problem
decision after
worker input
Gives limits
all
discuss
group
decides
Group
decides and
discuss on
their own
Manager .
Manager .
Tells Tells andsells
Tells and
talks
consults Involve Delegates Abdicates
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Blake and Mouton managerial grid
TeamCountry club
Middle road
Impoverished Taskoriented
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Adair action centered leadership
Task
needs
Group
maintenance
roles Communicating
Team building
Disciplining
Peace keeping
Standard
seeking
Task roles
Initiating
Information
seeking
Diagnosing
Opinion seeking
Evaluating
Decision making
Individual
maintenance roles Goal setting
Feedback
Counseling
developing
Individua
l needs
Group
needs
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Exam tips- management .
and leadership Ensure that you
understand the concepts
of power, authority,
responsibility, leadership
and delegation.
Thinks about the different
theoretical perspectives
on management ;
consider their application
and relevance to the
question you are
attempting
Consider the
challenge of the
global business
environment and
how this impacts a
manger .
Do not be afraid of
giving your opinion as
long as it is relevant
to the question.
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Management of relationships-
relationships in the working
environment
Enterprise management
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Management
of
relationships
Negotiation
Mentoring
Finance
function
Teams
Conflict
Communication
Meetings
Problems
Methods
Belbin Tuckman
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Stages of group formation
TUCKMAN
FORMING
DORMING(RECENTLYADDED
PERFORMING
NORMING
STORMING
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Belbin-team roles
Belbin-teamroles
shaper
plant
Monitor
evaluating
Resource
investigator
Companyworker
leader
finisher
Team
worker
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conflictConflicts is any personal divergence of
interests between groups and individuals
Types of conflict
horizontal
Between groups and departments at the same level
Symptoms of
conflicts
hospitality
Lack of co-
operation
frustration
Time
wasting
v
er
t
i
c
a
l
Betweenindividuals
and group at
different
levels in the
hierarchy
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Managing conflict-The Thomaskilmann conflict mode
instruments (TKI):
Depersonalising conflict and resolving
Avoiding Accommodating
Competing Collaborating
low
High
Low High
Cooperativeness
Assertiven
ess
yy
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Communication
Unclear message
Omitting information
Using jargon/inappropriate
wording
Inappropriate medium used
Sending mixed messages
Sending too much information
Using emotive words noise
Barriers to good communication Negotiation
preparation
opening
bargaining
closing
yy
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Meetings
Effective meetingCorrect
attendees
Suitable time
and location
Clear purpose Discussion
Summarise
results
Publish
minutes
yy
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The finance function
The
finance
function
Information for
decision making
BP( business
process
outsourcing)
SSC(shared
service
centers)
External
stakeholders
Strategic decision making Focus on value adding activities
Authorities
Investors
External auditors
SpecializationConsistency
Internal outsourcing
Cost reduction
Access to external
expertise
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Monitoring
Benefits of mentoring
improved motivation
Development of skills
Less staff turnover
Faster careerprogression
Mentor
A guide
A trainer
An
advisor
A sounding
boardA tutor
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Exam tips
Remember individuals join groups in order to satisfy
some important need.
A team is a small number of people with
complementary skills who are committed to a
common purpose. Ensure you understand how groups forms and the
various roles that may exist within a team.
Think about the importance of good communication
and the ability to negotiate in all situations.
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Exam tips
Around 30% of the exam paper will come from the management of
relationships section, of which management and leadership makes up a
considerable part. This part of the syllabus includes teams ,conflicts
,communication and negotiation. All these areas have been examined many
times.
The following question is from the E2 paper, but most of the syllabus P5
question are also worthwhile reviewing .All questions are scenario based. Conflict/team leading-RM (specimen)
This question required students to identify and
discuss the nature and sources of conflict and to
suggest how effectively lead a team.
Outsourcing the financedepartment/negotiation-T4M (May 10)
This required students to explain the pros and
cons of an outsourcing proposal and discussion
on how the negotiation for this should be
handled. This was a 25 mark questions lot of
depth was required in the answer.
Conflicts-LS (Nov 10)
This required students to
compare and contrast the
main sources of conflict in
an organization.
REMEMBERall parts of
there syllabus are
examinable55
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Management of relationships-
management controlEnterprise management
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Management control
fairness
levels
Discipline and
grievance
Control
systems
Humanresources
Staff appraisal Health & safety
6 As TARA
Diversity
Equal opportunities
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Management control
control is a primary management task and is the process of ensuring
the operation proceed according to plan (Lucey)
Levels of control
Strategic
Tactical
Operational
Emphasis on strategic planning, setting the control
environment and monitoring achievement of and
compliance with plans and policies.
Emphasis on tactical planning, establishing the control
procedures and monitoring achievement of plans and
policies
Emphasis on control of structured and
repetitive activities
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Management control
Control system
T
A
R
A
ARGET
CTUAL
EVIEW
CTION
A
Effective control system -6As
acceptable
appropriateaffordable
adaptable
Action orientedaccessible
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Aspects of management control
Managementcontrol
Health andsafety
Grievance
DisciplineSelf
appraisal
Mentoring
Fairness
To ensure the organization acts in a
fair and nondiscriminatory
manner
To provide support, aid
development and improve
knowledge and work
practices.
To improve the efficiency and
effectiveness of the organization
and to develop and motivate
employees.
To provide and maintain risk
free work place.
To achieve a change in
the behavior of
employees
To provide a mechanism foremployees to raise
problems or concerns.
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Discipline
The aim of disciplinary
procedures is to improve rather
than punish.
The process
Written
warning
Oral
warningInformal talk
Suspension
Demotion
or transfer
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Grievance
Discuss with grievance with a colleague,
HR or union representative
Grievance taken to immediate boss
Escalated upwards, HR informed
Colleague, HR or union representative
permitted to be involved
Time limits set to resolve issues
ENTERPRISE MANAGEMENTManagement of relationshipsManagement Control
Unfairly appraisedOverlooked for
promotion
Being bullied Discriminatedagainst
A grievance occurs when an employee feels
that they are being wrongly treated by
colleagues or supervisors
Right to appeal to
industrial tribunal
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ENTERPRISE MANAGEMENTManagement of relationshipsManagement Control
Health and safely at work Act 1975 (HASAWA)
Applies to all organisations employing 5 or more people
Organisation must
Prepare and regularly
revise a written statementof their H&S policy
Ensure policy is
implemented
Bring the policy to
the notice ofemployees
Provide training
information andsupervision
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ENTERPRISE MANAGEMENTManagement of relationshipsManagement Control
Staff appraisal
Benefits to Organization
Fair process for reward
Identifies candidates for promotion
Helps asses the competence of of staff
Identification training needs
Improve communication
A basis for HR planning
Provides clear targets
Monitors requirement and induction
process
Benefits to employees
Feedback about performance
Basis of remuneration
Opportunity to discuss future
prospects
Identification training and
development needs
Identifies work of merit done in
period
Provides formal opportunity for
discussion
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ENTERPRISE MANAGEMENTManagement of relationshipsManagement Control
Equity
EqualOpportunity
Diversity
Disadvantages groups
Proactive actionNo discrimination
Expectations
commitment
Maximizing potential
Relevant to all
Fair reward
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ENTERPRISE MANAGEMENTManagement of relationshipsManagement ControlExam tips
Consider an organisation divided into 3
hierarchical levels: Strategic, Tactical andOperational and within these decision
making levels, Control will need to be
decided.
An element of operational control is
individual control to ensure that they areworking hard and effectively.
Methods used to control their behavior
include: Employment contracts, appraisals,
supervision, health and safety and
disciplinary procedures.
Students tend to be familiar with
many of the control topics from their
own experience. Students should bring
their own knowledge and experience
to their answers.
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ENTERPRISE MANAGEMENTManagement of relationshipsManagement Control
Past exams questions
Around 330% of the exams paper will come from the management of relationship
section, of which management control makes up a considerable part. This part of thesyllabus includes a variety of control topics: Staff appraisal, health and safety,
mentoring, discipline, grievance and fairness. Most these topics have been examined at
some point.
The following questions is from the E2 paper, but most of the old syllabus p5 questions
are also worthwhile reviewing.
MentoringP co (Nov 10)
A short scenario base question requiring students to
identify the process and benefits of mentoring. As
with many topics in this section, students tend to befamiliar with much of the material from their own
experiences. Should be used in this type questions.
Remember - all parts ofthe syllabus are
examinable
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PROJECT MANAGEMENTEnterprise Management
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j g
Project initiation
Project
Management
Project Planning
and tools
Reasons
for
projects
Feasibility
Risk Analysis
LifecycleModels
Constraints
WBS
GANNT
Milestones and
gates
Software
CPA/PERT
histogram
Project Execution
control andcompletion
End of project
review
Success or
failure
Post
completion
Audit
Project
Management
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ENTERPRISE MANAGEMENT Project Management
Projects
A project is a unique undertaking to achieve a specific objective. It has defined beginningand end. It has resources allocated to it.
Once complete, it should become integrated into business as usual.
TIME
COSTQUALITY
Other constrains:
Legal
Ethical
Environmental
political
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ENTERPRISE MANAGEMENT Project Management
Discover What gives the current system life?Dream What might be? Envisage the results of
the project
Design What is the ideal solution? Design
elements and assemble them.
Deliver Plan for continuous improvement
Models 4-D and 7S
System
Skills
SharedValues
Staff
Structure
Strategy
Style
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Models - PMBOK
1. Project integration management
2. Project scope management
3. Project time management
4. Project cost management
5. Project quality management
6. Project human resource management
7. Project communications management
8. Project risk management
9. Project procurement management
ENTERPRISE MANAGEMENT Project Management
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ENTERPRISE MANAGEMENT Project Management
Corporate or program management
Directing a project
Managing a project
delivery
Planning
Controlling a
stage
Managing
stage
boundaries
Closing a
project
Initiating a
project
Starting up a
project
Project
mandate
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ENTERPRISE MANAGEMENTProject Management
Project Lifecycle
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ENTERPRISE MANAGEMENTProject Management
Project Sponsor
Project owner
Project Customer
Project manager
Project team
Project
proposals,
schedules
status reports
Project brief
Allocation of
Funds, terms of
Or reference
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ENTERPRISE MANAGEMENTProject Management
Not preparing The projects Financialplan could caused disastrous Losses:
N - Negotiation PProblem Solving
PPlanning and control C - Communication
TTechnical Awareness D - Delegation
PPeople Skills (motivation) CChange managementFFinancial Awareness L - Leadership
Role of Project manager
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j g
Project Teams
The
Project Manager
must
Control the team
Select the team
Ensure the teams
effectiveness
Manage the team
Build the teamMotivate the team
Communicate with
the team
NOTE: Tuckmansmodel of team development, Belbinsmodel of team roles and
leadership theories are relevant here.
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Feasibility
Time/Risk
etc.EconomicTechnical Operational /
Social
Reject
Feasibility study
report
Accept
Project plansProject roles
Feasibility
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Accept Reduce
Transfer Avoid
Likelihood
Low High
Low
High
Impact (Effect)
Risk assessment
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Varioustools, techniques and reports are used throughout
projects, particularly at the planning stage.
Initiation Planning Execution/control Completion
SWOT WBS Progress report End of project review
Feasibility study CPA PRINCE 2 Final report
PID PERT EVM Post completion audit
Risk assessment GANNT
Histogram
Milestones/Gates
PQP
Project software is used throughout the project
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Work breakdown structure (WBS)
Work breakdown structure
Work packages
Statements of work
Product breakdown structure
Cost breakdown structures
Break project down to manageable parts
Specifies work to be done
Who is responsible
Products required
Costing all of the above- Forms the BUDGET
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10
02 8
105
3
418
18
26
26
6
14
A B E
8 10 8
C D
6 4
CPA or network diagram
Critical path: A, B, E
Est. duration: 26
Float on C or D of 8
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How to draw a CPA
EET
LET
1Milestone
Activity
Critical path
EET = earliest event (start) time for the next activity
LET = Latest event (start) time for the next activity
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GANNT chart
A
B
C
E
Current time 16
A
B
C
D
E
4 8 12 16 20 24 28
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Project management software
The planning and control of theproject will be assisted through the
use of project software. The type of
output being produced will vary
depending on the package being used.
They are used in a variety of ways
Planning
Estimating
Monitoring
Reporting
Examples include MS project and
project Kickstart.
Other tools
Scenario/ PERTconsider one ormore sets of circumstances that
might occur.
Milestone and GatesOne of the
main reasons for constructing a
network diagram is to improvecontrol and to facilitate this, a
number of milestones can be
identified. This shows how far the
project has progressed and how far it
has to run.
HistogramA stacked bar chart
showing the amount and timing for a
resource or range of resources.
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Project control
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Project control
Agreeplan/
risk set
budget
Produce
baselineplan and
risk
analysis
Manage
plan
Raise
issues/changes
Evaluateprogress
Update
plan
Review
updated
plan
Revise
plan
Collate risk
issues,change and
progress
date
Team
meeting
Mmentreview
meeting
Operational
feedback
session
Update
plan
controls
Publish
progress
report
Phase
reviewboard
Operational
feedback
session
Once only Daily Weekly Phase
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What do you control ?
A project control system enables the recognition of a problem before they become
too difficult to solve.
How elaborate a control system is depends on the size and scope of the task to be
managed, as well as the size and distribution of the team working on it.
Methods of control/ review:
Weekly progress and review
Earned value management
PRINCE 2
Post completion audit review
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Completion
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Completion
End of project
End of project review
Post completion audit
File all documentation
Final payments to suppliers
Formal handover to customer
Disband project team
Produce final report
Ensure project completion as defined
Compare outcome againts PID
Evaluate performance of project:oTime
oCost
oQuality
Effectiveness of process
Review the success of the project
Receive users feedback
Highlight any issues with the project
Benefits delivered?
Learn from experience
Carried out several
months later
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Was it a success or a failure?
Success
Many organizations view project management as a strategic competence, from
which they can gain competitive advantage. Excellence means continuous
improvement. An example of this is PMMM, the project management maturity
model. Given as an accreditation about how well a company has managed its
project.
Failure
Why some projects fail??
- Lack of user input - Scope creep
- Long time scales - Lack of testing
- Vague requirements - Business change
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Exam tips
Ensure you are familiar with the various PM models: 4D, 7S, PRINCE 2 and
PMBOK
Be able to identify the project stakeholders and be able to use the Mandelow Matrix
to manage them.
Know the project managers role and the skills required
Know the models of the team development, team roles and leadership theories.
These apply equally to projects.
Be familiar with the range of PM tools, use them and the benefits of using each of
them.
Know project life cycle
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