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Branches of Management Science and Organizational Management Theory

Source:  Source: Principles of Organization and Management by Camilar-Serrano

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The Neo-Classical Theory of Management

Source:  Source: Principles of Organization and Management by Camilar-Serrano

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The Classical Theory of Management

Source:  Source: Principles of Organization and Management by Camilar-Serrano

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Basic Managerial Roles by Henry Mintzberg

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Hofestede's Model - National Cultural Model Theory Source Principles of Organization and Management by Camilar - Serrano Design Tool: Canva Designed by: ProfSMirKy

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Phases of Economic Development

Economic Development illustrates the changes of one's economy. Here are some of the characteristics for each phase.

Source Principles of Organization and Management by Camilar - Serrano

Design Tool: Canva

Designed by: ProfSMirKy

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Understanding PEST Analysis

Macroenvironment includes external factors that usually affect all or most players in every industry. The best way to analyze the macroenvironment is by using PEST. It is also a good technique to jumpstart your SWOT and TOWS analysis. The above graphics listed different PESTE factors that can impact an entire industry.

P – Political-Legal Factors (legal environment). It portrays the practices and dealings of government bodies that can govern and regulate the decisions and behavior of forms.

Political strategies to cope with the instability in their political-legal environmental:

Negotiation- It is the process by which two or more individuals or groups, with both common and contradictory goals, present and talk about proposals in an effort to arrive at an agreement.

Lobbying- This process has an aim to persuade government decisions by providing administrators with information on the projected consequences of legislation or regulatory rulings.

Alliance- It is a shared attempt of two or more organizations, groups, or individuals to realize common goals on a particular matter.

Representation- This, process involves membership in an external organization that provides the wellbeing of the member’s organization or group.

Socialization- It is the practice by which people discover the values held by an organization and the broader society.

E – Economic Factors. This refers to the character and direction of the economic system within which the firm operates. It affects the overall health and welfare of a country or the world by promoting or hindering business growth, the creation of wealth and the quality of life for all.

S – Socio-cultural Factors. This includes anything within the context of society that has the potential to affect an organization.

T – Technological Factors. This is the knowledge, tools and techniques used to transform inputs (like raw material and information) into outputs (product and services) Technology is another facet of the environment a firm must reflection on in developing strategic plans.

E – Ecological Factors. concern broad environmental issues such a the natural environmental, global warming and sustainable economic growth.

Source: Principles of Organization and Management by Camilar - Serrano. Graphics done thru Microsoft Powerpoint Designed by: ProfSMiRkY

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Understanding SWOT Analysis

As a SHS student, you need to make sure that you understand the basics before heading to college. Below are the questions you need to ask for you to do a SWOT Analysis.

What is SWOT Analysis?

SWOT analysis: a summary of the ideas developed in the situation analysis, which allows managers to focus clearly on the meaningful strengths (S) and weaknesses (W) in the firm’s internal environment and opportunities (O) and threats (T) coming from outside the firm (the external environment).

SWOT (strengths, weaknesses, opportunities, and threats) analysis is a framework used to evaluate a company's competitive position and to develop strategic planning. SWOT analysis assesses internal and external factors, as well as current and future potential.

A SWOT analysis is designed to facilitate a realistic, fact-based, data-driven look at the strengths and weaknesses of an organization, its initiatives, or an industry. The organization needs to keep the analysis accurate by avoiding pre-conceived beliefs or gray areas and instead focusing on real-life contexts. Companies should use it as a guide and not necessarily as a prescription.

Strengths

Strengths are things that your organization does particularly well, or in a way that distinguishes you from your competitors. Think about the advantages your organization has over other organizations. These might be the motivation of your staff, access to certain materials, or a strong set of manufacturing processes.

Your strengths are an integral part of your organization, so think about what makes it "tick." What do you do better than anyone else? What values drive your business? What unique or lowest-cost resources can you draw upon that others can't? Identify and analyze your organization's Unique Selling Proposition  (USP), and add this to the Strengths section.

Then turn your perspective around and ask yourself what your competitors might see as your strengths. What factors mean that you get the sale ahead of them?

Remember, any aspect of your organization is only a strength if it brings you a clear advantage. For example, if all of your competitors provide high-quality products, then a high-quality production process is not a strength in your market: it's a necessity.

Questions to Asked:

What do you do well? What unique resources can you draw on? What do others see as your strengths?

Weaknesses

Now it's time to consider your organization's weaknesses. Be honest! A SWOT Analysis will only be valuable if you gather all the information you need. So, it's best to be realistic now, and face any unpleasant truths as soon as possible.

Weaknesses, like strengths, are inherent features of your organization, so focus on your people, resources, systems, and procedures. Think about what you could improve, and the sorts of practices you should avoid.

Once again, imagine (or find out) how other people in your market see you. Do they notice weaknesses that you tend to be blind to? Take time to examine how and why your competitors are doing better than you. What are you lacking?

Questions to Asked:

What could you improve? Where do you have fewer resources than others? What are others likely to see as weaknesses?

Opportunities

Opportunities are openings or chances for something positive to happen, but you'll need to claim them for yourself!

They usually arise from situations outside your organization. It also require an eye to what might happen in the future. They might arise as developments in the market you serve, or in the technology you use. Being able to spot and exploit opportunities can make a huge difference to your organization's ability to compete and take the lead in your market.

Think about good opportunities you can spot immediately. These don't need to be game-changers: even small advantages can increase your organization's competitiveness. What interesting market trends are you aware of, large or small, which could have an impact?

You should also watch out for changes in government policy related to your field. And changes in social patterns, population profiles, and lifestyles can all throw up interesting opportunities.

Questions to Asked:

What opportunities are open to you? What trends could you take advantage of? How can you turn your strengths into opportunities?

Threats

Threats include anything that can negatively affect your business from the outside, such as supply chain problems, shifts in market requirements, or a shortage of recruits. It's vital to anticipate threats and to take action against them before you become a victim of them and your growth stalls.

Think about the obstacles you face in getting your product to market and selling. You may notice that quality standards or specifications for your products are changing, and that you'll need to change those products if you're to stay in the lead. Evolving technology is an ever-present threat, as well as an opportunity!

Questions to Asked:

What threats could harm you? What is your competition doing? What threats do your weaknesses expose?

Always consider what your competitors are doing, and whether you should be changing your organization's emphasis to meet the challenge. But remember that what they're doing might not be the right thing for you to do. Avoid copying your competitors without knowing how it will improve your position.

Be sure to explore whether your organization is especially exposed to external challenges.

Source:

Principles of Marketing by Philip Kotler

Principles of Organization and Management by Camilar-Serrano

Illustration by ProfSMiRky

Tools: Powerpoint 365

Picture: unsplash.com