Finance CFAB Chapters 12 Mark FieldingPritchard mefielding com

Finance CFAB Chapters 1&2 Mark Fielding-Pritchard mefielding. com 1

P 7 Stakeholders Chapter 1 Directors Customers Suppliers Lenders Government Public Environmental mefielding. com 2

Peter Drucker Objectives P 10 Market standing Innovation Productivity Resources Profitability Manager& staff performance Social responsibility mefielding. com 3

Objectives SMART Specific Measureable Achievable Relevant Time bound mefielding. com 4

What Is Management Chapter 2 Management is getting things done through other people Planning Controlling Leading Organising mefielding. com 5

Quinn P 27 Culture Flexibility Well being of staff Open Systems HR Outward Internal environment stable External Requirements Internal Process Rational Goal mefielding. com 6 Control External goals

Marketing P 30 Chapter 2 FMCGs White Brown Soft Services mefielding. com 7

Marketing P 31 Chapter 2 4 Ps Product Price Place Promotion - Advertising - Sales promotion - Public relations - Direct marketing - Personal selling mefielding. com 8

Marketing Case Study Housham Garden mefielding. com 9

Operations Management P 36 1. The 4 V’s Overview All operations processes have one thing in common, they all take their ‘inputs’ like, raw materials, knowledge, capital, equipment and time and transform them into outputs (goods and services). They do this is different ways and the main four are known as the Four V’s, Volume, Variety, Variation and Visibility. Volume- Mac. Donalds Variety Taxi vs Bus Variation Barratt vs One off Visibility UPS mefielding. com 10

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The Harvard Model Employee influence- DOA, power, influence Human resource flows – recruitment, selection, promotion, termination Reward systems- salary, motivation Work systems design of work, alignment of people This was developed into the 4 cs mefielding. com 15

HR Management p 39 Commitment Competence Congruence Cost effectiveness Overall conclusion is that we judge all HR activities on 3 criteria, organization, individual, society mefielding. com 16

Mc. Gregor P 42 mefielding. com 17

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Herzberg P 44 mefielding. com 19

Tuckman, Group Action Stages mefielding. com 20

Belbin P 46 Team Roles mefielding. com 21

Belbin Strengths mefielding. com 22

Belbin P 46 Team Roles 2 mefielding. com 23

Likert Leadership Styles P 47 mefielding. com 24

Exploitative Authoritative System In this type of management system the job of employees/subordinates is to abide by the decisions made by managers and those with a higher status than them in the organization. The subordinates do not participate in the decision making. The organization will use fear and threats to make sure employees complete the work set. There is no teamwork involved.

Benevolent authoritative System Just as in an exploitive authoritative system, decisions are made by those at the top of the organization and management. However employees are motivated through rewards rather than fear and threats. Information may flow from subordinates to managers but it is restricted to “what management want to hear”.

Consultative System In this type of management system, subordinates are motivated by rewards and a degree of involvement in the decision making process. Management will constructively use their subordinates ideas and opinions. This theory is very closely related to the Human Relations theory. Communication in this system flows both downward and upward, though upward is more limited. This promotes a more positive effect on employee relationships and

Participative Group System Management have complete confidence in their subordinates/employees. There is lots of communication and subordinates are fully involved in the decision making process. Subordinates comfortably express opinions and there is lots of teamwork. Teams are linked together by people, who are members of more than one team. Likert’s calls people in more than one group “linking pins”.

Delegation mefielding. com 29