REPORT OF PROJECT MANAGEMENT

By

Elliza Novia Shinta

Fita Desti Senja
Ria Putri Hermiyati
Riana Okta Lestari

(1215041015)
(1215041022)
(1215041039)
(1215041040)

UNIVERSITY OF LAMPUNG
FACULTY OF ENGINEERING
CHEMICAL ENGINEERING
2015

FOREWORD

Praise to Allah SWT turning author, who has given grace so I can finish a
report of management project.
Writing is one of the tasks and requirements for courses of Engineering
Physics, Chemical Engineering Program S1 Lampung University in 5 semester .
On this occasion, I extend my gratitude and highest appreciation to all those who
have provided support, encouragement, guidance and direction to the author.
A thank you and our award goes to:
1. Edwin Azwar,S,T.,M.Sc. as a lecturer of Project Management
2. And Friends, and all who have given encouragement and spirit so that the
report can be completed.
In writing this report, I feel there are still many short comings in both technical
writing and material. Given the ability I have, therefore, criticism and suggestions
from all sides, so I hope for the sake of perfecting the manufacture of paper.
This is one of the tasks and requirements for courses in Engineering Physics,
Chemical Engineering Program S1 Lampung University in 5 semester. On this
occasion, I extend my gratitude and highest appreciation to all those who have
provided support, encouragement, guidance and direction to the author.

Bandar Lampung, 09 January 2015

Writer,

TABLE OF CONTENTS

FOREWORD .....................................................................................................................
2

TABLE OF CONTENTS...................................................................................................
A.
B.
C.
D.
E.
F.
G.
H.
I.
J.
K.
L.
M.
N.

Organizational Behavior..........................................................................................
Design effective Organization...............................................................................
Entrepreneurship Creativity Organization.............................................................
Coorperation and Competition in Human and Animal..........................................
Skill and Persective for Executive success............................................................
The Creative Idea (Give Some Inovation in Your Work)......................................
Problem Solving.....................................................................................................
Developing Financial skills in Organizational behavior........................................
Transaction Leadership..........................................................................................
Esthablishing Power in Relation Ship....................................................................
Characteriztic of Functional Organizational..........................................................
Succesfull Comunication for Bussines and The Proffessions................................
The Sociology of Organization..............................................................................
Behavioural Sciences for Managers.......................................................................

A. ORGANIZATIONAL BEHAVIOR
What is human Behavior ?
What is Organizational Behavior ?
Human behavior refers to the range of action by humans and which are influenced
by culture, attitudes, emotions, values, ethics, authority, rapport, hypnosis,
persuasion, coercion and genetics.
Organizational Behavior is the study of human behavior in organizational settings,
the interface between human behavior and the organization, and the organization
itself. OB can be divided into three levels: the study of (a) individuals in
organizations (micro-level), (b) work groups (meso-level), and (c) how
organizations behave (macro-level).

Whats the factor that related to organizational behavior ?

1. Job-related attitudes and emotions
Organizational behavior deals with employee attitudes and feelings.

Job satisfaction is the feelings one has about the job or facets of the
job, such as pay or supervision

Organizational commitment is the extent to which employees feel

attachment to their organization

Emotional labor concerns the requirement that employees display

certain emotions, like smiling at customers

2. Leadership
There have been a number of approaches and theories that concern
leadership. Early theories focused on characteristics of leaders, while later
theories focused on leader behavior, and conditions under which
individuals can be effective. Some leadership approaches and theories
include:

Contingency theory says that good leadership depends on characteristics

of the leader and the situation.

Path-goal theory is a contingency theory linking appropriate leader style to

organizational conditions, and subordinate personality

Transformational leadership theory concerns the behaviors leaders do that

inspire followers to high levels of motivation and performance. Related to
charismatic leadership that is part of transformational

3. Managerial role

In the late 1960s Henry Mintzberg, a graduate student at

MIT, carefully studied the activities of five executives. On
the basis of his observations, Mintzberg arrived at three
categories that subsume managerial roles: interpersonal
roles; decisional roles; and informational roles

4. National culture
National culture is thought to affect the behavior of individuals in
organizations. This idea is exemplified by Hofstede's cultural dimensions
theory. Hofstede surveyed a large number of cultures and identified six
dimensions of national cultures that influence the behavior of individuals
in organizations.

Power distance

Individualism vs. collectivism

Uncertainty avoidance

Masculinity vs. femininity

Long-term orientation vs. short term orientation

Indulgence vs. restraint

5. Organizational citizenship behavior

Organizational citizenship behavior is behavior that goes
beyond assigned tasks and contributes to the well-being of
organizations

6. Organizational culture
Organizational culture emphasizes the culture of the organization itself.
This approach presumes that organizations can be characterized by cultural
dimensions such as beliefs, values, rituals, symbols, and so forth. Within
this approach, the approaches generally consist of either developing
models for understanding organizational culture or developing typologies
of organizational culture. Edgar Schein developed a model for
understanding organizational culture and identified three levels of
organizational culture:

Artifacts and Behaviors

Espoused Values

Shared Basic Assumptions

7. Personality
Personality

concerns

consistent

patterns

of

behavior,

cognition, and emotion in individuals. The study of

personality in organizations has generally focused on the
relation of specific traits to employee performance. There
has been a particular focus on the Big Five personality
traits, which refers to five overarching personality traits.
8. Occupational stress
There are number of ways to characterize occupational
stress. One way of characterizing it is to term it an
imbalance between job demands (aspects of the job that
require mental or physical effort) and resources that help
manage the demands
9. Work-family

Chester

Barnard

recognized

that

individuals

behave

differently when acting in their work role than when acting

in roles outside their work role. Work-family conflict occurs
when

the

demands

of

family

and

work

roles

are

incompatible, and the demands of at least one role

interfere with the discharge of the demands of the other.
10.

Motivation

Motivation is a theoretical construct used to explain

behavior. It is the scientific word used to represent the
reasons for our actions, our desires, and our needs.
Motivation can also be defined as our direction to our
behavior or what causes us to want to repeat a behavior
Characteristic of culture : learned, shaved, transgenerational, symbolic and
adaptif.
Application of culture :

As a hit of general attributes of people

To identify the specific content of a particular group of people.

Characteristic organization culture:

1. Observed behavioral regularities
2. Norma
Standards of behavior exist including guid lines on how much work to do.
3. Dominant Values
4. Philosophy
policies that set furth the organizations believe about now employees and
custumer are to be treated.
5. Rules
6. Organization Climaks
Factor that determine the strength of an organizational culture :
1. Shavedress
2. Intensity : the degree of commitment of the organizational members to the
come values.

Organization cultue profile

Name of the culture

: actual
Type of risk that are assumed
: high
Type of feedback from decisions
: fast
Typical kinds of organizations that use this culture : commerce
Strength of the personality culture : they one able to quickly, effectively,

efficiency produce a high volume of work.

Weakness of the personnaly culture : they do not leave from past mistakes

Personality traits of the winners

1.
2.
3.
4.
5.
6.
7.

Action-oriented; able to institute carry out charge.

Ability to build a sense of shaked values.
Self-confident, hadthe ability to take risks without undue worry.
Excellent communication skills
High integrity
Achieved a pattern of accomplishment in whatever jobs they undertook.
Had a commitment to what they were doing and were willing to half the

price to get there.

8. Have a vision that could be impasted to others.
9. Like competitive sponts
A driver , a strong, abilitions leader, grounded in all aspect of the

industry
Bright aggressive, goal oriented, leads by example, a workaholic

who wins loyality and result.

Good strategic thinker, personable, sensitive to people, fleksible.
Charismatic and creative. Has an believable energy and boy scont

ethics.
Keep mind, intuitive, but also story numbers man inspirational
leader.

Excecutive can see along way into the future identify the steps necessary for some
movethat will take years to complete, envision the consequences of leadership,
and take this measures to set everything in motion. Have a gridles capacity for
differentiation (looking at thing in different ways) and integrations (pulling things
together) and an fleksible.

Percention a might interpretation of the situation, not an exact reconding fit a very
complex. Sensation deals with very elementary behavior that is determine largely
by physiological functioning.
Percentual procces

: complicated interaction of selection organization

interpretation although perception depends largely upon the sereius for raw data,
the cognitive procces may filter, modify or completely chane these data
Cognitive : the positive and freewill aspect of human behavior and vitilitas
concepts such as expectancy demand and incenting.
Cognitive concept of expectancy implies that the organization thinking about, or
is conscions an awake of the goal.

Social leaving approach to organization behavior

organizational participants

participant contual them over behavior to the extent that they cognitive and manage relevant environmen

cognitive representation of reality help guide organizational behavior

organizatio
nal
behavior

organizational environment
environment

almost complex behavior is acrieved by direcctly observing and imitation of her in the organizational environment

stimulus

organism

behavior

concequence

overt and covert

positive/negative concecuences and enviromental dynam
covert responses
overland covert and physical, socio cultural,
technological
environment
Cognitive
mediations
andover
theand
physiological
beingresponses and pattern of behaviors.

Contectual environment
-contemporary
-historical
-organization culture
-international context
Structure:
-organization structure
-job design
Process:
-decision making
-contual
-comunication
-progress
-goal sitting

Cognitive process:
-attitudes
-personality
-perception
Phiycological process:
-motivation
-learning

Stess group dynamics pol

itic leadership

Process perception
1. Stimulus (situations)

2. Organisme:

Internal cognitive process of registration , interpretation, feedback

Confrontation of specific stimulus

Registration ofofstimulus
Interpretation
the stimulus (ex: motivation, learning, and personality)

Sensual stimulation physica environment: socio cultural environment

Consecuences

Behavior
Feed back for clarification(ex: kinesthetic or phychologic)

How person perceives others in the environmental situation

1. knowing oneself makes it easier to see other accurately
2. one's own characteristics effect the characteristics one is likely to see in
others.
3. People who accept them self are more likely to be able to see favorable
aspect of other people.

10

4. Accuracy in perceiving others is not a single skill.

Person being perceived which influence social perception
1. The stations of the person perceived will greatly influences others
percetion of the person
2. The person being perceived is usually placed into categories to simplify
the viewers persentual activities. Two common categories stational role.
3. The visible traits of the person perceived will greatly influence other
perception of the person.
Attribution : refer simply to how a person explains the came of anothers of this
own behavior. Three source dimentions, person, entity, and context.
Stereo typing : tendency to perceived another person as belonging to a single
class, the existence of discrepancy between attributed traits and actual traits.
The halo effect : person is perceived on the basis of one trait.
Attitude : persistent tendency fo feel and behavior in a particular way toward some
object.
Componen:
-

Emotional : The persons feeling and about an object, positive, neutral,

negative.
Information : the beliefes and information the individual has about the

object
Behavional : personals tendencies to behave in a particular way toward an
object.

Actual behavior
Feeling toward theBehavional
object intentional regarding the object
Beliefs about the object

Belief form :
1. Past experience
2. Available information
3. Generalization

11

Barriers to change attitudes

1. Whom people feel a commitment to particular course of action.
2. Insufficient information.
ATTITUDE FUNCTION
FUNCTION

ORIGIN AND

CONDITION

DYNAMICS
Adjusment

CONDITION

Utility of attitude object

1. Activation of needs

1. Need deprivation

is need of satisfaction,

2. Saliences of

2. Creation of new

maximizing external

association with need

needs and new levels of

rewards and minimizing

satisfaction.

aspiration

punishment
Eqodefensi

Values Expressions

Knowladge

CHANGE

3. Shifting rewards ad

Protection against

1. Poshing of treats

punishment
1. Removal of treats

internal conflicts and

2. Appeal to hatred and

2. Catharsis

external changes

repressed impulses

3. Development of self-

3. use an rotharian

insight

Maintenance of self-

suggestion
1.Sacient of ches

1. Some degree of

identify

associated with values

dissatisfaction with self

2. Applied to individual

2.Greates

to reassert self image

appropriateness of new

Need for understanding,

Reinstatement of

attitude fos self

1. Ambignity created be

meaningful cognitive

associated with old

new informayion can be

organization

problems or old

change in environtment.

consistency.

problems them selves

2. Move-meaning full
information about
problems.

Macro level organizational stressors

Policies
Structures
Job Stress
Physical Condition

Processes

12

Political realities
1. Organizations are composed of coalitions which compeks with one another
for resonvius energy and influence.
2. Varions coalitions will seek t protect their interest and positionof influence
by moderating environtmental pressures and their effects.
3. The unequal distribution of power it self has dehumanizing effects.
Organizational politics consist of international acts of influences make taken by
individuals to enhance on protect their self interest when conflicting consist of
action are possible.
Politics will be encouraged when:
1. Resources : this is an infusion of new unclaimed resouces.
2. Decisions : Ambignons decisions, decision on which there is lack of
agreement, and unstrains, long large strategic decision had to more politics
than noontime decisions.
3. Goals : the more ambiquolis and complex the goals become, the more politics
there will be.
4. Technology and external environment
The more complex the internal technology and external environment at the
organization, the more politics that will be.
5. Change : Reorganization and
a planned or unplanned organization
development effect brought about by external focus will encourage political
managering.
Condition that threaten the status of the powerful on encourage the effects of those
wishing to increase their power babe will stimulate themtensity of organizational
politics and increase the proposition of decision making behavior that can be
classified as political as political as appored to rational.
Political strategis for attaining power in organizations
a.
b.
c.
d.
e.
f.
g.

Taking concept
Maintaining manenverability
Promoting limited communication
Exhibiting confidence
Controlling acces to information
Making activities central and non substitutable
Creating a sponsor and make relationship

13

h.
i.
j.
k.
l.
m.
n.
o.
p.
q.
r.

Simulating competition among ambitions eubordings

Neutralizing potential opposition.
Making strategic replacements.
Committing the uncommitted.
Forming a winning coalition
Developing expertise
Building personal status
Employing trade off
Using research data to support ones own point of view
Destrichting communication about real intentions
With drawing how petty disputes.

Decision making process

a. Intelligence Activity : searching the environtment for condition calling for
decision
b. Design Activity : Inventing, developing, analizing possibl courses of
action take place.
c. Choice Activity : Selecting a particular course of action from among those
available.
Identification : recognition of problem on opportunity arises and

diagnosis
Development : searc for existing standard procedures or solutions
already in place on the design of a new, tails made solution
Selection:
- indgment : on the basis of experience or intuition
- analysis: systematic basis, analysis of the alternatives on a logical
- Bargaining

14

 Recognition
Diagnosis

Identificatio
ns

Research
Design

Developme
nt

indgment
analysis
Bargaining

Selection

B. ECONOMIC MODELS
Maximum profit where marginal cost (MC)
The condition are assumed :
1. The decision will be completely rational in the means ends sense.
2. There is a complete and consistent system of preferences which allow a
choice among the alternatives
3. There is complete awareness of all the computations that can be preferned
to determine the best alternative.
4. Propability calculation are either fightening non mysterions.

DESIGNING EFFECTIVE ORGANIZATIONS

15

INPUT

CONVERSION

OUTPUT

Detective device
Company device
Decise device
Respon mechanic
New behave
Organic behave

C. ENTREPENEURSHIP CREATIVITY ORGANIZATION

Creative Person
Oppenes to experience, observerce-seingg thing in anusual ways, curiosity,
accepting

and

reconciling

appatent

opposites,

tolerance

ofambignity,

independence in indgment, thought and action, needing and assuming antonomy,

self-reliance, not being subject to group standard and control, willingness to take
calculated risk, persistence.
Sensibility to problems, fluency-the ability to generate a large number of ideas,
flexibility, originality, responsiveness to feeling, openness to unconcions to
concentrate, thingking in images, selectivity.
Logic without passions is sterile, while inspiration without analysis is often an
bitnary or misquided.
Someone who is responsive to opportunity an has a sense of freedom both in
personal and in organizational terms to act on that opportunity implies a vision pf
what is possible and translate that creativension into action, into a human vision
which guides the work of group of people.

Able to recognize and take advantage of the creativity of theirs

16

Creativity Stage

Activity

Psychological style

Interest

Environmental scanning

Intuition/emotion

Preparation

Preparing the expedition

Details planning

Incubation

Multing things expedition

Intuition

Illumination

Experience

Intuition

Verification

Market research

Details/rationality

Exploitation

Captain of industry

Details/rationality

Creative
person

environment

for
being
creati
ve

organitation
al context

creative task

For being Creativity:

Person : Appreciating the creative persons process and the manage, creative
person relationship
Task :Devining the creative task without stifling creativity.
Organizational : Creating/influencing the organization in terms of structure and
culture to maximize the creative atmosphere.
Environment : Recognizing creativity as resource influenced by competitive
factor.

Managerial responsibilities in a creative organization

17

Creating and sharing vision

Communicating clearly and flexible
Providing interpersonal support
Cheerleading and coaching
Praising a complishment providing applanes
Using conflict resolution skills.
Knowing when to open the procces up and when to close it down
Balancing originality with resource constrainins
Balancing vision with attention to detail.

D. COORPERATION AND COMPETITION IN HUMAN AND ANIMAL

Definition between coorperation and competition.
Coorperation
Cooperation is the process of groups of organisms working or
acting together for their common/mutual benefit, as opposed to
working in competition for selfish benefit. Many animal and plant
species cooperate both with other members of their own species
and with members of other species (symbiosis or mutualism).
Competition
Competition is the opposite of cooperation. It arises whenever at
least two parties strive for a goal which cannot be shared or
which is desired individually but not in sharing and cooperation.
Competition occurs naturally between living organisms which
exist in the same environment.
So, not only human but also animal need to coorperate and
compite in their life.

E. SKILL AND PERSPECTIVE FOR EXECUTIVE SUCCESS

18

Theres some scale about skill and perspective that we have to

remember for executive succes, there are :

Be stronger in every situation

We need to stand and face the problem. Make a strategy to
solve the problem, understand and work effectively.

Doing whatever it takes

Can stand alone, seize opportunities, enthusiastic take
change of career

Build a relationship
Work hard to understand others, get coorperation in
career, negotiation well, get along with other

Self developement
Dont blame others, lead by example, challenge your self

Team orientation
Focus on others to accomplish task

Decision awarness
Be brave to take action and calculated risk

Self awarness
Recognize strenght and weakness, seek feedback

Acting with flexibility

19

Can be tough, can lead and let others lead, self confidence
needed

F. THE CREATIVE IDEA (GIVE SOME INOVATION IN YOUR

WORK)
Open your self to acting creatively thrrough generating new
ideas, producing something, spontaniously expressing your self,
sharing,

organizing

quotes,

and

developing

relations

by

exercising your inner creativity.

Every false is an opportunity to learn and not the end of the
world that quotes means that,

we have to stand up again if we

fall down. Do not easly give up in situation or false that we get.So

we need to wake and generate our strenght like :

Make a creative ideas

Promotional innovative

Top management is commmited to innovation

Strong financial

Strong motivation and always develope skil

Market information is available

Accsessable

A good communication or build a good relationship

20

We need develope that strength so that false do not mean a

thing, we better to fix all the problem and start a new
opportunities to be better.
G. PROBLEM SOLVING
Steps that must we do when we get some problem :

Describe the problem

Describe your situation objectivelly, what happen, whos
involved, what are they saying
Define
Determine solution of the problem

Analyze
Describe the worst and the best

Making solution
Gathered all ideas to make solution

Evaluate and make alternative solution

Decide
Choose your action

Evaluation Result
After we choose our action, now we have to do what
solution that we take
Style Of Leadership

21

Theres some types how to be a leader :

Tell

: Based on the decision, you do what I want you

to do

Sell

Consult : Before I make a decisiion, I want your idea

: Based on benefit will we get

first

Participant: We creat ideas together, everyone in

H. DEVELOPING

FINANCIAL

SKILLS

IN

ORGANIZATIONAL

BEHAVIOR
1. Several climaks skills in orgazitational behavior

2.
3.
4.
5.
6.

Evalination
Control
Strategi
Nentrality
Certainty
Description
Problem orientation
Spontanity
Emphaty
Equality
Provisionalisme
Out come consideration
Behavior pattens
:
poor listening
Substantive issues
Under and background conditions
Understanding thells his context
o Goals,pressure objective,strengths,weaknessis
7. Acces your self and your needs
o Ows strength &weakness
o Personal style
8. Develop & maintain a relationship
o Fits both your needs & style
o Characterized by natural expedations
9. Confflict management approaches

22

Approach : Foucing
Objective : set your way
Your positive : I know whats right.Dont questions my judgment
Supporting rational : its better to visk causing a new hard feelings than a
position you are committed

Approach : Avoiding
Objective : avoid having to deal with conflict
Your posture : i am mentual on the issue let me think about it
Likely outcome : interpersonal problems dont get vesolved

Approach : Accomodating
Objective : Dont up set the other person
Your posture : How can i help you feel good.about this encontent?
Supporting rational : maintaining harmoni relationship should be one
priority
Likely outcome : other person is likely to take advantage of you
Approach : colabborating
Objective ; solve the problem
Your posture ; This is my position,what is pour? Tim commited to finding
the best possible solutions
Supporting rational : The position of both harties are equalty
important,equal emphasis should be placed on the quality of the out come
and the fairness of decision making.

23

Likely outcome : The problem is most likely resolved also,both partion

one commited to the solutions and satisfied that they have been treated
fairly

I. TRANSACTIONAL LEADERSHIP ( L = LEADER ; F =

FOLLOWER )
L: Recognizes what F must do to attain designated
outcomes
F : Confidence
L : Clarifies
inF meeting
is role role requirements (subjective profitability of succes

F : Motivation to attain desired outcomes cex necked effects

L : Clarrifies how
L :FRecognizes
is need willwhat
be fullfilled
F needsin example
F : valence
change
offor
designated
eracting role
outcomes
to attain
( need
designated
fullfillingoutcomes
value for F

Intelectual stimulation enouges in followers the awwarnes of problems and how

they may be solved.it promotes the hygiers of logic that is come platting and
courincing it stires the imagination and generated thoughts and insights.
Succesfull managers come with depensdench of others by being sensitife to it,by
elliminating or avoiding unnecessary dependence,and by esthablishing power over
those others.

J. ESTHABLISHING POWER IN RELATIONSHIP :

Create a sense of obligations

Building reputation and experts in certain matters
Fostarring others uncouncions indentifications
Feeding others beliefs that they are dependent either for help others .
Formal anthority

Exercising power to influence others

24

Face to face influence

Effectife managers wiil often draw or move than one form of power to
inf;uence someone,and combain power with persuasion.The best managers has
lots of power based one one thing another over most people.

Indirect influence
1. Manipulations of the environment of others can influence both
behavior
2. Effective managers recognize that changes in the that surround a
person can make great impact on the persons behavior
Methods of influence :
1.face to face methods
2.what the can influence
3.advantages
4.Draw backs

K.
1.

CHARATERISTIC OF FUNCTIONAL ORGANIZATIONAL

Organizational function
Goals,influence,promotion,budgeting,rewards
Strengths
Best in stable environments
Collegneship ( home ) for tecnical specialists
Support in thep skill developments
Specialist feed from administratif / coordinating work
Simple decisition comunnication network excellent in small,limited out

2.

organizationa
Accomplish in functional organizational
Functional sub goals imphasis
Functional heads
By spesial function
By function of departement
For special capability

Weakness
Slow respons time,by segmential tasks
If multi produck,product priority conflict
Poor in technic coordinate
25

Stability paid for in less innovation

L. SUCCESFULL COMMUNICATION FOR BUSINESS AND THE

PROFESSIONS
Communication:
Sharing of information, attitudes, ideas and understanding.
Process by which one mind influences another mind to inform, to persuade, to
entertain.
The best way to eliminate or decrease undesirable effects of the grapevine is her
management to maintain an open policy of communication so that employees feel
that they and being, list in formed and even better that they have a part in making
decisions that effect their company and themselves.
A code of ethics for business communication
A science conviction not persuation or manipulation (convincing readers that the
desired action will be for their own benefit)

a. looking for job:

- if you have no work experience, you should particulary stress your
-

educational prepration
work experience of any kind, including volunteer work, as long as it is legal
and honorable, is better than experience of all. Anywork, even the most

menial, indicates that you have the energy and initiative and hold a job.
Ability and rollingness to assume responsibility
Ability to adapt to changing situations
Ability to communicate in oral and written form
Appearance
Sense of human
Ability to make decisions
Ability and desire to work with other people
Ability to work alone
Emotional and physical health
Ambition and enthusiasm
b. Speaking to groups
Building confidence
26

1. Try not to be afraid in advance worrying or being afraid wont change

anything for the better, but only make matters worked.
2. Be completely and throughly prepared. Aften all that preparation, you all be
an expert on the subject.
3. Look at people and notice their reactions.
M. THE SOCIOLOGY OF ORGANIZATION
Industrial organization
Cost, profit technical efficiency
Problem:
1. External balance : economic : competition changing price level etc.
2. Internal balance : main maintenance of a kind of social organization which
individuals and group through working together can satisfy their own
desive.
The logic of cost and efficiency express the values of the formal organization
The logic of sentiments express the value of informal organization
Technical organization
Human organization:
-

Individual
Social organization:
Formal : - patterns of interaction
- Systems of ideas and beliefs (ideological organization)
- Logic of cost
- Logic of efficiency
Informal : - pattern of interaction
- System of idea and beliefs
- Logic of sentiment

The demon of organization:

- communication
- willingness to contribute action
- conversion purpose

27

Real with:
-

Effectiveness : comprise the relevance of be purpose to the environment

mental situation
Efficiency : comprises into change between the organizations individual.

Power : manipulated to supplied the avectives include physical material and

symbolic rewards and depirations
Impressive quantitie make a person attractive and promise that associating
with him will be rewarding.
N. BEHAVIOURAL SCIENCES FOR MANAGERS
Fun: the sheer pleasure of managing
Result: the production of positive results
Ability to achieve reaching a position where one has the resources and the
relationships necessary but no sufficient for success
Direction ensuring that two activities are heading in a profitable direction
A persons occupation is held to say a great deal about them as a person

Management in marketing channels

By : Lonys w stern Adel El Ansary James R. Browny

Marketing flows in channels

Produces

Physical
Possesion
Ownership
Promotion
Negotiation
Financing
Risking
Ordering
Payment
Market
informatio

I
Whole
sales

D
E
M

Retailer

D
E

Consumen

Value is the ratio of perceived product or service quality to its perceived total cost

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A site evaluation checklist.

1. Trading area potential
- Public utility connection (residential)
- Residential building permits issued
- School enrollment
- New bank accounts opened
- Advertising image in local newspapers
- Retail sales volume
- Sales fax receipt
- Employement specific
- Employement general
2. Accessibility
- Public transportation (serving site)
- Private transportation
- Parking facilities
- Transportation facilities
3. Growth potential
- Zoning pattern
- Zoning changes
- Zoning potential
- Utilities trend
- We cant stand market (long zoned for residential use)
- Land are pattern (in a was for other than residential)
- Retail business kind use trend
- Retail building mind (building permit issued for new retail business
-

construction)
Retail improvement trend (permit issued for remodeling expansion)
Retail location trend (changes in occupancy of retail business location)
Income trend for average family unit
Plants and equipment expenditure trend
Pay roll trend

4. Business interception
Location pattern comp businesses between site and trade area
5. Comulative attraction potential
Neighboring business survey
6. Compatibility factor
7. Comp hazard survey
- Comp pattern competition within mike of site
- Comp pattern potential competition sites
8. Site economics
- Cost & ventury analysis
- Site efficiency
- Natural description

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