Perspectives on People, Management and Organizations summary VU
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Course
E_PM_PPMO
Institution
Vrije Universiteit Amsterdam (VU)
A comprehensive summary of the course of perspectives on people, management and organizations. Attended all the lectures, therefore the notes are more than a summary, they provide information and details mentioned during the lectures which can not be found on the presentation sheets.
A) recognize the importance and interdependence between leadership, strategy, and human resource
management, how these impact employee performance and organizational goals.
B) develop an appreciation for ethics and corporate social responsibility in the modern workplace.
C) understand the relationship between consultants, their clients, and strategic change.
D) understand corporate and (social) entrepreneurship and how it is deployed in organizations.
E) identify the role of international management in the modern workplace.
F) be able to read scientific articles in the field of organizational management.
The exam focuses on:
(1) being able to recognize theories and provide definitions
(2) being able to compare different theories and perspectives
(3) being able to apply these theories (e.g., choosing the appropriate theory for a given case). Students need to
study (1) the articles and (2) the lectures, guest lectures and (guest) lecture slides.
Example questions of exams:
- Don’t read the methodology, don’t need to know e.g. how the big five became hexaco, how the
model developed to the other one.
- The author and article will always be mentioned in the question.
- Can you compare the idea of porter with the idea of barner
,Week 1:
Strategy: A roadmap to reach your goal/ mission, doesn’t always mean attacking, you also
need to step back sometimes. Develop a strategy to reach a goal with your team. ( how do
we get where we want to be).
- Making different decisions
- Revaluating
Content: what is the strategy: marketing & sales, business unit, corporate, network.
Context: what is happening around the firm: Manager, Organizational context, industry
context, international context.
The strategic context helps explain, at a high level, the reason for the entity's existence,
what it exists to achieve, and the powers and functions it may exercise to help achieve its
goals.
Industry context:
Industry: is the field of firms and their competitors
While environment can change quickly: Includes innovation and crisis.
,Asses the country, is this a viable country for my product? And what does this mean for my
strategy?
Pestel:
- Political factors: is there a lot of corruption going on. Do you do bribing e.g.?
- Economic factors: Economical state, inflation rates, unemployment rates. Making
business decisions: if people can’t afford your product, then there’s no point in
entering the country.
- Social factors: mainly demographics, how much is the population growing, certain
lifestyle, age.
- Technological: how developed is the country. E.g. internet access, how open are
people into innovation.
Framework: help to create structure, make a strategic decision for yourself.
Industry: is important for firms to understand where they’re operating and what other firms
are doing.
Porter’s five forces model: How a business is positioned in a certain industry
, Competive advantage: outperform others
Competitive advantage: Difference of definition for Strategy:
Michael Porter
The essence of strategy is choosing to perform activities differently than rivals do.
Jay Barney
Yet, a sustained competitive advantage is not just doing things differently but also making
sure that competitors are unable to duplicate the strategy.
How to gain competitive advantage:
- Innovation
- Being different
How to keep it?
- “Valuable, Rare, Inimitable and Non-Substituable resouces
- Continuously innovating (first mover advantages)
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