Gruppe Udvikling Femte etape Adjourning Gruppe effektivitet Fjerde

Gruppe Udvikling Femte etape ’Adjourning’ Gruppe effektivitet Fjerde etape ’Performing’ Tredje etape ’Norming’ Anden etape ’Storming’ Første etape ’Forming’ Tid

Kulturkort Fortællinger Ritualer Symboler Paradigmet for Organisationen Kontrolsystemer Magtstrukturer Organisationsstrukturen

Dynamikker i paradigmeskift Paradigmet Udvikling af Strategi Implementering Virksomheds Performance Hvis utilfredsstillende Trin 1 Stramme kontrol Trin 2 Rekonstruer Eller udvikle en ny strategi Trin 3 Opgiv Paradigmet Og få et nyt

Fire typer organisationskultur Magtkulturen Rollekulturen Opgavekulturen Personkulturen

Strategisk management Vision, værdier og forventninger Mission Formål og målsætning Situations analyse • Omgivelser Muligheder/ Trusler • Organisations ressourcer og Strategi Formulering • Alternativer • Vurdering og valg Police og forretningsorden Strategi implementering og planlægning kvalifikationer Strategisk kontrol Hvorfor? Hvad? Hvordan? Retningslinjer

Organic vs. Mechanistic Managementstyle Mechanistic Organic Specialized differentiation and definition of tasks in the organization Hierarchical supervision and reconciliation of problems Precise definition of job responsibilities, methods, rights and obligations. (Perceived) location of superior knowledge at the top of the hierarchy. Vertical interaction of individuals between subordinate and superiors. Insistence on loyalty to organization and obedience to superiors. More prestige attached to job than to general knowledge, experience and skills. Contributive nature of special knowledge to the total concerns of the organization. Redefinition of tasks and responsibilities through interaction with others. Commitment to the organizations beyond any technical/precise definition; such commitment more valued than loyalty. Network structure of control, authority and communication. Omniscience not imputed to senior executives; knowledge located anywhere in the organization and this location may become centre of authority for given issue. Lateral, rather than vertical, direction of communication. Communication consists of information and advice rather than instructions and decisions.

High Serious entry into the market Selective growth All-out struggle Medium Limited expansion or withdrawal Selective expansion Maintenance of superiority Low Market attractiveness Ni standardiserede strategier Loss minimizing Low Overall harvesting Limited harvesting Medium Corporate strengths High

Profitstrategi Market structure • Market differentiation • Market growth rate • Entry conditions • Unionization • Capital intensity • Purchase amount Competitive position • Relative perceived quality • Relative market share • Relative capital intensity • Relative cost Strategy and tactics Performance • Pricing • R&D spending • New product introductions • Change in relative quality and variety of products/services • Market expenses • Distribution channels • Relative vertical integration • Workforce productivity • Profitability (ROS, ROY, etc) • Growth • Cash flow • Value enchantment • Stock (share) price

Stakeholderkort Legitimitet Magt Passiv Stakeholder Dominerende stakeholder Diskret Stakeholder Definitive Stakeholder Farlige Stakeholder Afhængige Stakeholder Krævende stakeholder Presserende behov

Forandringskvadrant Foranding Intervenere Transformation Koldt Varm Implementering Innovation Varm Foranding Organisation Koldt

ro lle r Afslutter holdkammerat B es lu tn in gs Koordinator e ig el sk r ne lle en ro M Belbin’s team roles Resource investigator Implemeter Opfinderen Shaper Specialisten Monitor Intellektuelle roller