Handy Sigmoid: Sigmoid curve discusses the life cycle of a product for constant

success
THE NEED FOR ORGANIZATIONS TO MANAGE CHANGE DURING THE LIFE CYCLE OF
AN EXISITING ACTIVITY. MAKE MOVE WHILE THINGS AE GOING WELL AND CHANGE
LIFE CYCLE.
CURVILINEAR LOGIC: WHAT GOT YOU WHERE YOU ARE WONT KEEP YOU WHERE YOU
ARE
The sigmoid curve states that for a product to keep its success, it must change life
cycle before the reach the peek of their present life cycle because they have a max
number of energy and resources. If they change life cycle too late when they are
past the peek of the present curve and are downward, they wont have enough
energy and resources to keep their competitive advantage. Thus product should
change life cycle and always be in a phase of uncertainty. If you have rare product
that is imitable you have competitive parity(equity)
Barney competitive advantage
It states that a careful and complete analysis of the competitive environment
cannot by itself explain the success of a firm. Strategist must also analyse the
competitive implication of the firms internal strengths and weaknesses. For a
product to have sustainable competitive advantages, its resources and capabilities
must be inimitable, rare, valuable and the organization must be organized in a way
to exploit opportunities constantly.
Rare: means you have something others do not have.
Valuable: it has a value
Inimitable: means it is very costly for other company to imitate it thus not
everyone as the income required.
Organized in a way to exploit opportunities means you constantly try and improve
or make changes to keep competitive advantage and stay first move.
Resources: physical, financial, organizational (trust, reputation, teamwork), human
French and ravean types of power: a power is not an attribute but a relationship
between 2 entities
There are different powers. Power mostly occurs when someone has the ability to
make you act in a certain way that you would maybe not normally or the ability to
have something you need but cannot obtain yourself.
Reward power: someone having the ability to make you do something in exchange
for a reward(salary,bonus) you desire.
Coercive power: someone having the ability to make you do something against
your will with the treat that you will be punish if you do not do as said

Referent power: referring to others. For instance, when you look up to someone
they have the ability to make you do things or make you act in a certain way to
please the person. Or when you refer someone at the job and your say is valuable.
Legitimate power: status and title that makes you have power over others and
makes them do as you say. Someone having a prescribe/commend behavior for you
Expert power: having a expertise that others need.
Collin and Poras(vison strategy)
Collin and Poras state discuss the internal vision of a company. A firm has a vision
guiding to know what core to preserve and what future to STIMULATE progress
towards. What does the company want to achieve.
Core ideology: what the company stands for, what they believe in and who they
are
Core value: guiding principles of what is IMPORTANT TO THEM. Code of ethic
(NEVER CHANGES) ex: eco-friendly, giving best product
Core purpose: the reason for their existence over 100 years. What stimulates
them to come in to work. (customer perspective)
Envisioned future: WHAT THEY ASPIRE TO BECOME OR ACHIEVE IN THE FUTURE.
HOW THEY WILL STIMULATE PROGRESS
BHAG: big hairy audacious goal that can be reach in 10-30 years. (goals within the
company)
Vivid description: what it will be like when they meet their goals.
Mitzberg (managers job)
Fact: is something that is actually true what manager actually does
Folklore: is a myth about what people believe managers do believe they do not
do anything
There are three roles of managers jobs: interpersonal, decisional, informational
Interpersonal

Figurehead: the personal that discusses with the outside world and
represents the company. COMMUNITY EVENTS
Leader: he is the one who trains and motivates employees
Liaison: he creates outside contacts. Keeps good relationships without people
outside the organization. Contact with suppliers, buyers

Information

Monitor: scans the environment and comes up with new ideas

Disseminator: he is the one who passes the information to the employees
that would otherwise not receive this info

Spokesperson: he is the one who sends information to clients, outside

organization and boss. SPEEKS ON BEHLAF OF THE COMPANY

Decisional

Resource allocator: tells employees what to do and gives them rewards. He

decides who does what tasks
Negotiation: he negotiates strikes and contracts
Disturbance handler: he deals with strikes and bankruptcy. Cannot avoid
them
Entrepreneur: initiates projects

Hertzberg motivation, KITA.

Two types of motivation exist: internal and external motivation.
Intrinsic motivation come form within yourself and are not affected by rewards or
punishment. It requires you to be motivate by achievement, growth, joy, loving
what you do and your job. These lead to job satisfaction + MOTIVATOR
Extrinsic motivation does not lead to motivation but is a satisfactory. It motivates
you of doing something in exchange for a reward (salary, food, safety).OUTSIDE
FACTORS THAT LEAD YOU DO WORK.
Kita are extrinsic motivation. They can be negative and positive.
Negative kita influence you to do something. Motivate you

Psychologic are when someone bullies you or plays with your mind to induce
you of doing something for them
Physical is when you will be physically punished if you do not do something

Positive kita are receiving a reward that can motivate you.

Job satisfaction: attitude towards your work (morale/intrinsic)
Job dissatisfaction: hygiene, security, the pay (extrinsic)
Horizontal job loading: are not motivators because they restrict you from being
motivated, growth within a company, unable to become an expert, learn new things.
job enlargement
vertical job loading: is a motivator it leads you to grow within a company, obtain
achievement. Intrinsic job enrichment
Kaplan and Northon (scoreboard)
They measure 4 perspectives/factors to gain their vision, strategy. Measurement
tool to obtain success and meet our vision, strategy. A STRATEGIC PLANNING AND

MANAGEMENT SYSTEM USED TO LIGN BUSINESS ACTIVITIES TO MEET VISION

STATEMENT OF ORGANIZATION

Customer perspective: how the customers see us, what are their needs,
what they expect. (reviews) customers eyes
Internal perspective: what we can do internally to meet customers needs
and expectations
Innovation and learning: constant improvement (quality, machines) to
make company more efficient and appealing to customers
Financial perspective: constant profits to make shareholders happy

Measurement: goal (what we want to do), measure(what should we measure),

target(what should we observe), by when
Chandler (global success)
To keep global success, a company must capitalize economies of scale and scope,
invest in research and development, create global marketing and distribution
channels and invest in research and development, be a first mover. A company
must meet all criteria for success.

economies of scale: max production leads to lower cost/unit

economies of scope: using the same raw materials to make different products
first mover: being the first in the market to create something gives you
competitive advantage over others
diversification: you must do related diversification and do different products
that requires the same skills, resources and expertise. COMPETE, STAND OUT,
SATISFY MORE NEEDS
globalization: expanding your market, distribution channels and marketing to
make more profits
research and development: how can you improve something, make it better
to increase profits

Greiner (growth)
Each organization goes through a series of evolution and revolution phases that are
all a function of the size and age of the organization. Each effective evolution phase
and marketing structure leads to the crisis of the following phase. A different
organizational structure and management style are needed in each phase.
DELEGATION: decentralized hierarchy. Giving more power to lower level managers
COORDINATION: formal structure. Top level managers have the final decisions.
RED TAPE CRISIS: company is to big to be supervised by a formal structure.
COLLABORATION PHASE: social structure, team work, decentralized
PSYCHOLOGICAL SATURATION: remove the big boss out of the company to give a
chance to a new one.

Contestable claim: opinion

Uncontestable claim: fact
Causal claim: authors interpretation of a cause and effect relationship
Viral claim: opposite of a claim objection
Underline assumption: bridge between a claim and the evidence. Give details and
an idea of both. LOGICAL LINK THAT FILLS THE GAP BETWEEN THE EVIDENCE AND
THE CLAIM