GENERAL EMENT Study School 2009 - Unisa Study Notes · Scientific management school ¾ Process...
33
GENERAL GENERAL MANAGEMENT Study School 2009 Study School 2009 General Management 1
Transcript of GENERAL EMENT Study School 2009 - Unisa Study Notes · Scientific management school ¾ Process...
GEN
ERA
LG
ENER
AL
MA
NA
GEM
ENT
G
Stud
ySc
hool
2009
Stud
y Sc
hool
200
9
Gen
eral
Man
agem
ent
1
LECT
URER
SLE
CTU
RER
S
Mrs
M V
rba
Mrs
M V
rba
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bam
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bam
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ac.z
a
Prof
T B
revi
sPr
of T
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vis
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447
64br
evit@
unis
aac
zabr
evit@
unis
aac
zaG
ener
al M
anag
emen
t2
brev
it@un
isa.
ac.z
abr
evit@
unis
a.ac
.za
TOPI
CS
Intro
duct
ion
to g
ener
al m
anag
emen
tTh
e ev
olut
ion
of m
anag
emen
t the
ory
Man
agin
g in
a c
hang
ing
envi
ronm
ent
Man
ager
ial d
ecis
ion
mak
ing
Info
rmat
ion
man
agem
ent
gP
lann
ing
Org
anis
ing
Com
mun
icat
ion
and
nego
tiatio
nC
omm
unic
atio
n an
d ne
gotia
tion
Lead
ing
Mot
ivat
ion
Gro
ups
and
team
sC
ontro
lE
thic
s an
d co
rpor
ate
soci
al
Gen
eral
Man
agem
ent
3
pre
spon
sibi
lity
INP
UT
INP
UT
––TR
AN
SFO
RM
ATI
ON
TR
AN
SFO
RM
ATI
ON
--O
UTP
UT
OU
TPU
T
Res
ourc
esPe
rfor
man
ceO
rgan
isin
g
•H
uman
•Fi
nanc
ial
•P
hysi
cal
•Goa
ls•P
rodu
cts/
Ser
vice
s•P
rodu
ctiv
ityP
lann
ing
Lead
ing
y•
Info
rmat
ion
y•P
rofit
C
ontro
lling
Gen
eral
Man
agem
ent
4
1. IN
TRO
DU
CTI
ON
TO
GEN
ERA
L M
AN
AG
EMEN
T
The
natu
reof
man
agem
ent
The
natu
re o
f man
agem
ent
Leve
ls a
nd k
inds
of m
anag
ers
Are
asof
man
agem
ent
Are
as o
f man
agem
ent
Rol
e di
strib
utio
n of
man
ager
s In
terp
erso
nal,
deci
sion
mak
ing,
info
rmat
ion
Man
ager
ial s
kills
Man
agem
ent c
halle
nges
Gen
eral
Man
agem
ent
5
2 Th
e ev
olut
ion
of m
anag
emen
t the
ory
CLA
SSIC
AL
APP
RO
AC
HES
Sci
entif
ic m
anag
emen
t sch
ool
Pro
cess
app
roac
hB
urea
ucra
tic a
ppro
ach
HU
MA
NR
ELAT
ION
SM
OVE
MEN
TH
UM
AN
REL
ATIO
NS
MO
VEM
ENT
QU
AN
TITA
TIVE
MA
NA
GEM
ENT
THEO
RYC
ON
TEM
POR
ARY
APP
RO
AC
HES
Sys
tem
s ap
proa
chC
ontin
genc
y ap
proa
chTQ
MTQ
MLe
arni
ng o
rgan
isat
ion
Re-
engi
neer
ing
Gen
eral
Man
agem
ent
6Pl
anni
ng-O
rgan
isin
g-Le
adin
g-C
ontr
ol
3 M
anag
emen
t env
ironm
ent
Mic
roM
icro
--env
ironm
ent
envi
ronm
ent
Mar
ket e
nviro
nmen
tM
arke
t env
ironm
ent
Mac
roM
acro
--env
ironm
ent
envi
ronm
ent
Gen
eral
Man
agem
ent
7Pl
anni
ng-O
rgan
isin
g-Le
adin
g-C
ontr
ol
3.1
Mic
ro-e
nviro
nmen
tM
issi
onan
dgo
als
Mis
sion
and
goa
ls
The
orga
nisa
tion
and
its m
anag
emen
t
The
reso
urce
s of
the
orga
nisa
tion
Org
anis
atio
nal c
ultu
re
Gen
eral
Man
agem
ent
8Pl
anni
ng-O
rgan
isin
g-Le
adin
g-C
ontr
ol
3.2
Mar
ket e
nviro
nmen
t
The
mar
ket
The
mar
ket
The
mar
ket
The
mar
ket
Con
sum
ers,
thei
r nee
ds, p
urch
asin
g po
wer
and
beh
avio
urC
onsu
mer
s, th
eir n
eeds
, pur
chas
ing
pow
er a
nd b
ehav
iour
Sup
plie
rsS
uppl
iers
Sup
plie
rsS
uppl
iers
Inte
rmed
iarie
sIn
term
edia
ries
Com
petit
ors
Com
petit
ors
Com
petit
ors
Com
petit
ors
Sub
stitu
te p
rodu
cts
Sub
stitu
te p
rodu
cts
Pos
sibl
ene
wen
trant
sP
ossi
ble
new
entra
nts
Pos
sibl
e ne
w e
ntra
nts
Pos
sibl
e ne
w e
ntra
nts
Labo
ur u
nion
sLa
bour
uni
ons
Gen
eral
Man
agem
ent
9Pl
anni
ng-O
rgan
isin
g-Le
adin
g-C
ontr
ol
3.2
Mac
ro-e
nviro
nmen
t
Tech
nolo
gica
l env
ironm
ent
Tech
nolo
gica
l env
ironm
ent
Eco
nom
ic e
nviro
nmen
tE
cono
mic
env
ironm
ent
Soc
ial e
nviro
nmen
tS
ocia
l env
ironm
ent
Pol
itica
l env
ironm
ent
Pol
itica
l env
ironm
ent
Eco
logi
cal e
nviro
nmen
tE
colo
gica
l env
ironm
ent
Inte
rnat
iona
l env
ironm
ent
Inte
rnat
iona
l env
ironm
ent
Gen
eral
Man
agem
ent
10Pl
anni
ng-O
rgan
isin
g-Le
adin
g-C
ontr
ol
4 M
AN
AG
ERIA
L D
ECIS
ION
MA
KIN
G
Def
initi
onD
efin
ition
Type
s of
man
ager
ial d
ecis
ions
Type
s of
man
ager
ial d
ecis
ions
Dec
isio
nD
ecis
ion--
mak
ing
cond
ition
sm
akin
g co
nditi
ons
Dec
isio
nD
ecis
ion--
mak
ing
mod
elm
akin
g m
odel
Gro
up d
ecis
ion
mak
ing
Gro
up d
ecis
ion
mak
ing
Gen
eral
Man
agem
ent
11P
lann
ing-
Org
anis
ing-
Lead
ing-
Con
trol
4.1
Def
initi
on
Pro
cess
ofse
lect
ing
anal
tern
ativ
eco
urse
Pro
cess
ofse
lect
ing
anal
tern
ativ
eco
urse
Pro
cess
of s
elec
ting
an a
ltern
ativ
e co
urse
P
roce
ss o
f sel
ectin
g an
alte
rnat
ive
cour
se
of a
ctio
n th
at w
ill s
olve
a p
robl
emof
act
ion
that
will
sol
ve a
pro
blem
Gen
eral
Man
agem
ent
12P
lann
ing-
Org
anis
ing-
Lead
ing-
Con
trol
4.2
Typ
es o
f man
ager
ial d
ecis
ions
Pro
gram
med
dec
isio
nsP
rogr
amm
ed d
ecis
ions
Non
Non
--pro
gram
med
dec
isio
nspr
ogra
mm
ed d
ecis
ions
Gen
eral
Man
agem
ent
13P
lann
ing-
Org
anis
ing-
Lead
ing-
Con
trol
4.3
Dec
isio
n-m
akin
g co
nditi
ons
Cer
tain
tC
erta
int
Cer
tain
tyC
erta
inty
Ri
kR
ik
Ris
kR
isk
Unc
erta
inty
Unc
erta
inty
Gen
eral
Man
agem
ent
14P
lann
ing-
Org
anis
ing-
Lead
ing-
Con
trol
4.4
Dec
isio
n-m
akin
g m
odel
Cla
ssify
and
def
ine
the
prob
lem
or o
ppor
tuni
tyC
lass
ify a
nd d
efin
e th
e pr
oble
m o
r opp
ortu
nity
Set
obje
ctiv
esan
dcr
iteria
Set
obje
ctiv
esan
dcr
iteria
Set
obj
ectiv
es a
nd c
riter
iaS
et o
bjec
tives
and
crit
eria
Gen
erat
e cr
eativ
e al
tern
ativ
esG
ener
ate
crea
tive
alte
rnat
ives
Ana
lyse
alte
rnat
ives
and
sele
ctth
em
ostf
easi
ble
Ana
lyse
alte
rnat
ives
and
sele
ctth
em
ostf
easi
ble
Ana
lyse
alte
rnat
ives
and
sel
ect t
he m
ost f
easi
ble
Ana
lyse
alte
rnat
ives
and
sel
ect t
he m
ost f
easi
ble
alte
rnat
ive
alte
rnat
ive
Pla
nnin
gan
dim
plem
entin
gth
ede
cisi
onP
lann
ing
and
impl
emen
ting
the
deci
sion
Pla
nnin
g an
d im
plem
entin
g th
e de
cisi
onP
lann
ing
and
impl
emen
ting
the
deci
sion
Con
trolli
ngC
ontro
lling
Gen
eral
Man
agem
ent
15P
lann
ing-
Org
anis
ing-
Lead
ing-
Con
trol
4.5
Gro
up d
ecis
ion
mak
ing
Bra
inst
orm
ing
Bra
inst
orm
ing
Nom
inal
grou
pte
chni
que
Nom
inal
grou
pte
chni
que
Nom
inal
gro
up te
chni
que
Nom
inal
gro
up te
chni
que
Del
phi t
echn
ique
Del
phi t
echn
ique
Gro
upde
cisi
onsu
ppor
tsys
tem
sG
roup
deci
sion
supp
orts
yste
ms
Gro
up d
ecis
ion
supp
ort s
yste
ms
Gro
up d
ecis
ion
supp
ort s
yste
ms
Gen
eral
Man
agem
ent
16P
lann
ing-
Org
anis
ing-
Lead
ing-
Con
trol
4.6
Too
ls fo
r dec
isio
n m
akin
g
Line
ar p
rogr
amm
ing
Line
ar p
rogr
amm
ing
Que
uing
theo
ryQ
ueui
ngth
eory
Que
uing
theo
ryQ
ueui
ng th
eory
Pro
babi
lity
anal
ysis
Pro
babi
lity
anal
ysis
Pay
Pay
offm
atrix
offm
atrix
Pay
Pay
--off
mat
rixof
f mat
rixD
ecis
ion
tree
Dec
isio
n tre
eB
reak
Bre
akev
enan
alys
isev
enan
alys
isB
reak
Bre
ak--e
ven
anal
ysis
even
ana
lysi
sC
apita
l bud
getin
gC
apita
l bud
getin
gS
il
tiS
il
tiS
imul
atio
nS
imul
atio
nK
epne
rK
epne
r--Fo
urie
met
hod
Four
ie m
etho
d
Gen
eral
Man
agem
ent
17
Cos
tC
ost--b
enef
it an
alys
isbe
nefit
ana
lysi
sP
lann
ing-
Org
anis
ing-
Lead
ing-
Con
trol
5. I
NFO
RM
ATIO
N M
AN
AG
EMEN
T
Rol
e of
info
rmat
ion
as a
man
ager
ial r
esou
rce
Rol
e of
info
rmat
ion
as a
man
ager
ial r
esou
rce
Cha
ract
eris
tics
of u
sefu
l inf
orm
atio
nC
hara
cter
istic
s of
use
ful i
nfor
mat
ion
Info
rmat
ion
syst
em c
ompo
nent
sIn
form
atio
n sy
stem
com
pone
nts
Cla
ssifi
catio
n of
info
rmat
ion
syst
ems
Cla
ssifi
catio
n of
info
rmat
ion
syst
ems
Des
igni
ng a
n in
form
atio
n sy
stem
Des
igni
ng a
n in
form
atio
n sy
stem
Gen
eral
Man
agem
ent
18P
lann
ing-
Org
anis
ing-
Lead
ing-
Con
trol
5.1
Rol
e of
info
rmat
ion
as a
man
ager
ial r
esou
rce
Dat
a vs
info
rmat
ion
Dat
a vs
info
rmat
ion
Info
rmat
ion
tech
nolo
gyIn
form
atio
n te
chno
logy
Info
rmat
ion
syst
ems
Info
rmat
ion
syst
ems
Gen
eral
Man
agem
ent
19P
lann
ing-
Org
anis
ing-
Lead
ing-
Con
trol
5.2
Cha
ract
eris
tics
of u
sefu
l inf
orm
atio
n
Qua
lity
Qua
lity
Rel
evan
ceR
elev
ance
Qua
ntity
Qua
ntityyy
Tim
elin
ess
Tim
elin
ess
Tim
elin
ess
Tim
elin
ess
Gen
eral
Man
agem
ent
20P
lann
ing-
Org
anis
ing-
Lead
ing-
Con
trol
5.3
Info
rmat
ion
syst
em c
ompo
nent
s
Inpu
tIn
put
PPPro
cess
Pro
cess
Out
put
Out
put
Feed
back
Feed
back
Har
dwar
eH
ardw
are
Sof
twar
eS
oftw
are
Peo
ple
Peo
ple
Sto
rage
Sto
rage
Gen
eral
Man
agem
ent
21P
lann
ing-
Org
anis
ing-
Lead
ing-
Con
trol
5.4
Cla
ssifi
catio
n of
info
rmat
ion
syst
ems
Ope
ratio
ns in
form
atio
n sy
stem
s (tr
ansa
ctio
n O
pera
tions
info
rmat
ion
syst
ems
(tran
sact
ion
proc
essi
ng,p
roce
ssco
ntro
l,of
fice
auto
mat
ion)
proc
essi
ng,p
roce
ssco
ntro
l,of
fice
auto
mat
ion)
proc
essi
ng, p
roce
ss c
ontro
l, of
fice
auto
mat
ion)
proc
essi
ng, p
roce
ss c
ontro
l, of
fice
auto
mat
ion)
Man
agem
enti
nfor
mat
ion
syst
ems
(info
rmat
ion
Man
agem
enti
nfor
mat
ion
syst
ems
(info
rmat
ion
Man
agem
ent i
nfor
mat
ion
syst
ems
(info
rmat
ion
Man
agem
ent i
nfor
mat
ion
syst
ems
(info
rmat
ion
repo
rting
, DS
S, e
xecu
tive
info
rmat
ion
syst
ems)
repo
rting
, DS
S, e
xecu
tive
info
rmat
ion
syst
ems)
Oth
er c
lass
ifica
tions
(exp
ert,
busi
ness
func
tion,
Oth
er c
lass
ifica
tions
(exp
ert,
busi
ness
func
tion,
ee--co
mm
erce
, Int
rane
t, In
tern
et, E
xtra
net)
com
mer
ce, I
ntra
net,
Inte
rnet
, Ext
rane
t),
,,
),
,,
)
Gen
eral
Man
agem
ent
22P
lann
ing-
Org
anis
ing-
Lead
ing-
Con
trol
5.5
Des
igni
ng a
n in
form
atio
n sy
stem
Pro
blem
def
initi
onP
robl
em d
efin
ition
Feas
ibili
tyst
udy
Feas
ibili
tyst
udy
Feas
ibili
ty s
tudy
Feas
ibili
ty s
tudy
Sys
tem
s an
alys
isS
yste
ms
anal
ysis
Sys
tem
sde
sign
Sys
tem
sde
sign
Sys
tem
s de
sign
Sys
tem
s de
sign
Det
aile
d de
sign
Det
aile
d de
sign
Impl
emen
tatio
nIm
plem
enta
tion
Impl
emen
tatio
nIm
plem
enta
tion
Mai
nten
ance
Mai
nten
ance
Gen
eral
Man
agem
ent
23P
lann
ing-
Org
anis
ing-
Lead
ing-
Con
trol
6 ST
RAT
EGIC
PLA
NN
ING
6 ST
RAT
EGIC
PLA
NN
ING
Def
initi
onD
efin
ition
The
stra
tegi
c pl
anni
ng p
roce
ssTh
e st
rate
gic
plan
ning
pro
cess
gp
gp
gp
gp
1. T
he v
isio
n1.
The
vis
ion
22Th
em
issi
onst
atem
ent
The
mis
sion
stat
emen
t2.2.
The
mis
sion
sta
tem
ent
The
mis
sion
sta
tem
ent
3.3.As
sess
ing
the
exte
rnal
env
ironm
ent
Asse
ssin
g th
e ex
tern
al e
nviro
nmen
t4.4.
Asse
ssin
g th
e in
tern
al e
nviro
nmen
tAs
sess
ing
the
inte
rnal
env
ironm
ent
5.5.Tr
ansl
ate
the
mis
sion
into
long
Tran
slat
e th
e m
issi
on in
to lo
ng--t
erm
te
rm
gggo
als
goal
s66
Choo
sing
ast
rate
gyCh
oosi
nga
stra
tegy
Gen
eral
Man
agem
ent
24
6.6.Ch
oosi
ng a
str
ateg
yCh
oosi
ng a
str
ateg
y
6 CH
OO
SIN
G A
STR
ATEG
Y6
CHO
OSI
NG
A S
TRAT
EGY
GEN
ERIC
STR
ATEG
YG
ENER
IC S
TRAT
EGY
--lo
w c
ost
lead
ersh
i plo
w c
ost
lead
ersh
ippp--
diff
eren
tiatio
ndi
ffer
entia
tion
focu
sfo
cus
--fo
cus
focu
sG
RAN
D S
TRAT
EGY
GRAN
D S
TRAT
EGY
--In
tern
al g
row
th s
trat
egie
sIn
tern
al g
row
th s
trat
egie
s--
Exte
rnal
gro
wth
str
ateg
ies
Exte
rnal
gro
wth
str
ateg
ies
gg
gg
--Co
rpor
ate
com
bina
tions
Corp
orat
e co
mbi
natio
ns
Gen
eral
Man
agem
ent
25
7. PL
ANN
ING
7. PL
ANN
ING
The
natu
re a
nd im
port
ance
of
plan
ning
The
natu
re a
nd im
port
ance
of
plan
ning
Kind
sof
orga
nisa
tiona
lpla
nKi
nds
ofor
gani
satio
nalp
lan
Kind
s of
org
anis
atio
nal p
lan
Kind
s of
org
anis
atio
nal p
lan
The
time
The
time--
fram
e fo
r pl
anni
ngfr
ame
for
plan
ning
The
plan
ning
proc
ess
The
plan
ning
proc
ess
The
plan
ning
pro
cess
The
plan
ning
pro
cess
Barr
iers
to
effe
ctiv
e pl
anni
ngBa
rrie
rs t
o ef
fect
ive
plan
ning
Plan
ning
tool
sPl
anni
ngto
ols
Plan
ning
too
lsPl
anni
ng t
ools
Fore
cast
ing,
bud
getin
g, s
ched
ulin
g an
d m
onito
ring,
Fo
reca
stin
g, b
udge
ting,
sch
edul
ing
and
mon
itorin
g,
Glf
lti
Glf
lti
Goa
l for
mul
atio
nG
oal f
orm
ulat
ion
Gen
eral
Man
agem
ent
26
8. O
RG
ANIS
ING
8. O
RG
ANIS
ING
Def
initi
onD
efin
ition
Thi
iTh
ii
The
orga
nisi
ng p
roce
ssTh
e or
gani
sing
pro
cess
Prin
cipl
es o
f or
gani
sing
Prin
cipl
es o
f or
gani
sing
Uni
tyof
com
man
d:ea
chem
ploy
eesh
ould
repo
rtto
only
one
supe
rvis
orU
nity
ofco
mm
and:
each
empl
oyee
shou
ldre
port
toon
lyon
esu
perv
isor
Uni
ty o
f com
man
d: e
ach
empl
oyee
sho
uld
repo
rt t
o on
ly o
ne s
uper
viso
rU
nity
of c
omm
and:
eac
h em
ploy
ee s
houl
d re
port
to
only
one
sup
ervi
sor
Chai
n or
com
man
d: c
lear
unb
roke
n ch
ain
of c
omm
and
shou
ld li
nk e
very
em
ploy
ee w
ith s
omeo
ne a
t a
high
er le
vel
Chai
n or
com
man
d: c
lear
unb
roke
n ch
ain
of c
omm
and
shou
ld li
nk e
very
em
ploy
ee w
ith s
omeo
ne a
t a
high
er le
vel
Span
of c
ontr
ol:
num
ber
of s
ubor
dina
tes
repo
rtin
g to
a m
anag
erSp
an o
f con
trol
: nu
mbe
r of
sub
ordi
nate
s re
port
ing
to a
man
ager
Div
isio
n of
wor
k: e
mpl
oyee
s ha
ve s
peci
alis
ed jo
bsD
ivis
ion
of w
ork:
em
ploy
ees
have
spe
cial
ised
jobs
Stan
dard
isat
ionp
roce
ss o
f dev
elop
ing
unifo
rm p
ract
ices
tha
t em
ploy
ees
need
to
follo
wSt
anda
rdis
atio
npro
cess
of d
evel
opin
g un
iform
pra
ctic
es t
hat
empl
oyee
s ne
ed t
o fo
llow
Coor
dina
tion:
wor
k to
geth
er t
o ac
com
plis
h go
als
of t
he o
rgan
isat
ion
Coor
dina
tion:
wor
k to
geth
er t
o ac
com
plis
h go
als
of t
he o
rgan
isat
ion
Res
pons
ibili
ty:
oblig
atio
nto
achi
eve
goal
sby
perf
orm
ing
requ
ired
activ
ities
Res
pons
ibili
ty:
oblig
atio
nto
achi
eve
goal
sby
perf
orm
ing
requ
ired
activ
ities
Res
pons
ibili
ty:
oblig
atio
n to
ach
ieve
goa
ls b
y pe
rfor
min
g re
quire
d ac
tiviti
esRes
pons
ibili
ty:
oblig
atio
n to
ach
ieve
goa
ls b
y pe
rfor
min
g re
quire
d ac
tiviti
esAu
thor
ity:
right
to
mak
e de
cisi
ons,
issu
e or
ders
and
use
res
ourc
esAu
thor
ity:
right
to
mak
e de
cisi
ons,
issu
e or
ders
and
use
res
ourc
esAc
coun
tabi
lity:
the
eva
luat
ion
of h
ow w
ell i
ndiv
idua
ls m
eet
thei
r re
spon
sibi
lity
Acco
unta
bilit
y: t
he e
valu
atio
n of
how
wel
l ind
ivid
uals
mee
t th
eir
resp
onsi
bilit
yPo
wer
: ab
ility
to
influ
ence
the
bah
avio
ur o
f oth
ers
Pow
er:
abili
ty t
o in
fluen
ce t
he b
ahav
iour
of o
ther
sD
eleg
atio
n: a
ssig
ning
res
pons
ibili
ty a
nd a
utho
rity
for
atta
inin
g go
als
Del
egat
ion:
ass
igni
ng r
espo
nsib
ility
and
aut
horit
y fo
r at
tain
ing
goal
sD
owns
izin
g: r
educ
ing
sixe
of o
rgan
isat
ion’
s w
orkf
orce
Dow
nsiz
ing:
red
ucin
g si
xe o
f org
anis
atio
n’s
wor
kfor
ceD
li
di
thb
fli
thti
lt
hih
Dl
id
ith
bfl
ith
til
thi
hD
elay
erin
g: r
educ
ing
the
num
ber
of la
yers
in t
he v
ertic
al m
anag
emen
t hi
erar
chy
Del
ayer
ing:
red
ucin
g th
e nu
mbe
r of
laye
rs in
the
ver
tical
man
agem
ent
hier
arch
y
Gen
eral
Man
agem
ent
27
8. O
RG
ANIS
ING
(co
nt.)
8. O
RG
ANIS
ING
(co
nt.)
Auth
ority
: lin
e an
d st
aff, c
entr
alis
ed a
nd
Auth
ority
: lin
e an
d st
aff, c
entr
alis
ed a
nd
dece
ntra
lised
dece
ntra
lised
Org
anis
atio
n de
sign
: O
rgan
isat
ion
desi
gn:
depa
rtm
enta
lisat
ion
depa
rtm
enta
lisat
ion
depa
rtm
enta
lisat
ion
depa
rtm
enta
lisat
ion
Job
desi
gn:
job
spec
ialis
atio
n; jo
b Jo
b de
sign
: jo
b sp
ecia
lisat
ion;
job
expa
nsio
nex
pans
ion
expa
nsio
nex
pans
ion
Del
egat
ion
Del
egat
ion
Gen
eral
Man
agem
ent
28
9. L
EAD
ING
9. L
EAD
ING
DEF
INIT
ION
: di
rect
ing
the
beha
viou
r of
D
EFIN
ITIO
N:
dire
ctin
g th
e be
havi
our
of
othe
rs t
owar
ds a
ccom
plis
hmen
t of
ot
hers
tow
ards
acc
ompl
ishm
ent
of
ppor
gani
satio
nal g
oals
orga
nisa
tiona
l goa
lsLE
ADER
SHIP
VSM
ANAG
EMEN
TLE
ADER
SHIP
VSM
ANAG
EMEN
TLE
ADER
SHIP
VS
MAN
AGEM
ENT
LEAD
ERSH
IP V
S M
ANAG
EMEN
TTH
EORET
ICAL
FO
UN
DAT
ION
STH
EORET
ICAL
FO
UN
DAT
ION
SLE
ADER
SHIP
CHAR
ACTE
RIS
TICS
LEAD
ERSH
IPCH
ARAC
TERIS
TICS
LEAD
ERSH
IP C
HAR
ACTE
RIS
TICS
LE
ADER
SHIP
CH
ARAC
TERIS
TICS
BE
HAV
IOU
RAL
APP
RO
ACH
TO
LEA
DER
SHIP
BEH
AVIO
URAL
APP
RO
ACH
TO
LEA
DER
SHIP
SITU
ATIO
NAL
APP
RO
ACH
SITU
ATIO
NAL
APP
RO
ACH
CON
TEM
PORAR
Y PE
RSP
ECTI
VES
CON
TEM
PORAR
Y PE
RSP
ECTI
VES
Gen
eral
Man
agem
ent
29
10.
MO
TIVA
TIO
N10
. M
OTI
VATI
ON
MO
TIVA
TIO
N P
RO
CESS
MO
TIVA
TIO
N P
RO
CESS
CON
TEN
TTH
EORIE
S:“W
hat
ofCO
NTE
NT
THEO
RIE
S:“W
hat
ofCO
NTE
NT
THEO
RIE
S:
Wha
t of
CO
NTE
NT
THEO
RIE
S:
Wha
t of
m
otiv
atio
n” (
Mas
low
, H
erzb
erg,
m
otiv
atio
n” (
Mas
low
, H
erzb
erg,
M
cCle
lland
)M
cCle
lland
)M
cCle
lland
)M
cCle
lland
)PR
OCE
SS T
HEO
RIE
S: “
How
of
PRO
CESS
TH
EORIE
S: “
How
of
mot
ivat
ion”
(Equ
ityex
pect
ancy
)m
otiv
atio
n”(E
quity
expe
ctan
cy)
mot
ivat
ion
(Eq
uity
, ex
pect
ancy
)m
otiv
atio
n (
Equi
ty, ex
pect
ancy
)REI
NFO
RCE
MEN
T TH
EORIE
SREI
NFO
RCE
MEN
T TH
EORIE
S
Gen
eral
Man
agem
ent
30
12.
COM
MU
NIC
ATIO
N A
ND
IN
TERPE
RSO
NAL
12
. CO
MM
UN
ICAT
ION
AN
D I
NTE
RPE
RSO
NAL
REL
ATIO
NSH
IPS
REL
ATIO
NSH
IPS
THE
COM
MU
NIC
ATIO
N P
RO
CESS
THE
COM
MU
NIC
ATIO
N P
RO
CESS
ORG
ANIS
ATIO
NAL
CO
MM
UN
ICAT
ION
ORG
ANIS
ATIO
NAL
CO
MM
UN
ICAT
ION
BARRIE
RS
TOEF
FECT
IVE
BARRIE
RS
TOEF
FECT
IVE
BARRIE
RS
TO E
FFEC
TIVE
BA
RRIE
RS
TO E
FFEC
TIVE
CO
MM
UN
ICAT
ION
COM
MU
NIC
ATIO
NH
OW
MAN
AGER
SCA
NBE
COM
EBE
TTER
HO
WM
ANAG
ERS
CAN
BECO
ME
BETT
ERH
OW
MAN
AGER
S CA
N B
ECO
ME
BETT
ER
HO
W M
ANAG
ERS
CAN
BEC
OM
E BE
TTER
CO
MM
UN
ICAT
ORS
COM
MU
NIC
ATO
RS
Gen
eral
Man
agem
ent
31
13. C
ON
TRO
L13
. CO
NTR
OL
THE
CON
TRO
L PR
OCE
SSTH
E CO
NTR
OL
PRO
CESS
THE
FOCU
S O
F CO
NTR
OL
THE
FOCU
S O
F CO
NTR
OL
--ph
ysic
alre
sour
ces
phys
ical
reso
urce
sph
ysic
al r
esou
rces
phys
ical
res
ourc
es--
finan
cial
res
ourc
esfin
anci
al r
esou
rces
--in
form
atio
n re
sour
ces
info
rmat
ion
reso
urce
s--
hum
an r
esou
rces
hum
an r
esou
rces
LEVE
LS O
F CO
NTR
OL
LEVE
LS O
F CO
NTR
OL
stra
tegi
cco
ntro
lst
rate
gic
cont
rol
--st
rate
gic
cont
rol
stra
tegi
c co
ntro
l--
oper
atio
ns c
ontr
olop
erat
ions
con
trol
CHAR
ACTE
RIS
TICS
OF
EFFE
CTIV
E CO
NTR
OL
CHAR
ACTE
RIS
TICS
OF
EFFE
CTIV
E CO
NTR
OL
SYST
EMSY
STEM
Gen
eral
Man
agem
ent
32
14.
ETH
ICS
AND
CO
RPO
RAT
E SO
CIAL
14
. ET
HIC
S AN
D C
ORPO
RAT
E SO
CIAL
RES
PON
SIBI
LITY
RES
PON
SIBI
LITY
ETH
ICS
ETH
ICS
CORPO
RAT
ESO
CIAL
RES
PON
SIBI
LITY
CORPO
RAT
ESO
CIAL
RES
PON
SIBI
LITY
CORPO
RAT
E SO
CIAL
RES
PON
SIBI
LITY
CORPO
RAT
E SO
CIAL
RES
PON
SIBI
LITY
Gen
eral
Man
agem
ent
33
