mefielding.com
Mark Fielding-Pritchard
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P7 Stakeholders Chapter 1
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Directors
Customers
Suppliers
Lenders
Government
Public
Environmental mefielding.com
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Peter Drucker Objectives P10
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Market standing
Innovation
Productivity
Resources
Profitability
Manager& staff performance
Social responsibility mefielding.com
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Objectives SMART
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Specific
Measureable
Achievable
Relevant
Time bound mefielding.com
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What Is Management Chapter 2
 Management is getting things done through other people
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Planning
 Controlling
 Leading
 Organising mefielding.com
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Quinn P27 Culture
Well being of staff
Flexibility
Inward
Internal environment stable mefielding.com
Control
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External
Requirements
Outward
External goals

Marketing P30 Chapter 2
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FMCGs
White
Brown
Soft
Services mefielding.com
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Marketing P31 Chapter 2 4Ps
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Product
Price
Place
Promotion
Advertising
Sales promotion
Public relations
Direct marketing
Personal selling mefielding.com
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Marketing Case Study
 Housham Garden mefielding.com
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Operations Management P36
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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- MacDonalds
Variety Taxi vs Bus
Variation Barratt vs One off
Visibility UPS mefielding.com
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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 4cs mefielding.com
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HR Management p39
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Commitment
Competence
Congruence
Cost effectiveness
Overall conclusion is that we judge all HR activities on 3 criteria, organization, individual, society mefielding.com
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McGregor P42 mefielding.com
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P43 mefielding.com
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Herzberg P44 mefielding.com
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Tuckman, Group Action Stages mefielding.com
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Belbin P46 Team Roles mefielding.com
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Belbin Strengths mefielding.com
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Belbin P46 Team Roles 2 mefielding.com
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Likert Leadership Styles P47 mefielding.com
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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.

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
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