MANAGERS / LEADERSHIP / DECISION MAKING

EMPLOYEES: MORE JOBS / PROMOTIONS

CUSTOMERS: NEW PRODUCTS / INCREASE PRODUCTION REDUCE PRICES

SHAREHOLDERS: CUT SHORT TERM PROFITS LONG TERM INCREASE

SUPPLIERS: LARGE REGULAR ODERS / EXPECTATION REDUCED PRICE

CREDITORS: BORROWING HARDER PAY BACK  / INCREASE PROFT

INFO TIME LABOUR MATERIALS

BEST DECISION LIMITED RESOUCES

EFFECT INCOME

EMPLOYEES: INCREASE WAGES / SALES DECLINE - JOB LOSS

CUSTOMERS: LESS VALUE TOO EXPENSIVE

SHAREHOLDERS - PROFITS SHARES DIVIDENDS INCREASE / SALES DECLINE

SUPPLIERS: POSSIBILITY HIGHER PRICE / ORDER MAY FALL

CREDITORS: INCREASE PROFITS SUPPORT PROMPT PAYMENT / DEBT UNPAID

SHAREHOLDER: INCREASE DIVIDENDS & VALUE SHARE / PREFERENTIAL TREATMENT

EMPLOYEES: HIGH WAGES / JOB SECURITY / P.T. 

CUSTOMERS: LOW PRICE / RELIABILITY / SALE PRODUCTS / AFTER SALE SERVICES

SUPPLIERS: FREQUENT REGUAL ORDERS / SOLE SUPPLIER AGREEMENT / FAIR PRICE

LENDERS: DEBT PAID / PROFITABLE RETURN / 

COMMUNITY: STEADY EMPLOYMENT / AVOID POLLUTION / FACILITIES

MORAL GUIDELINES

STRONG INFLUENCE

IMMORAL DECISIONS SPREAD QUICKLY

2014 M&S MOST EHICAL

COMPETITION 

CONSUMING INTEREST RATES

BUSINESS UNDERGOING CHANGE MAY LEAD DELAY 

EMPLOYEES: PRESSURE REDUCE WAGE / MORE JOBS SUCCESFUL

CUSTOMERS: LOW PRICES QUALITY REDUCE

SHAREHOLDERS: INREASE PROFITS / CUSTOMERS DISLIKE JOB LOSES

SUPPLIERS: REDUCED PRICES / SEEK ALTERNATIVE

CREDITORS: REDUCED NEED BORROW / NEED BORROW SHORT TIME 

FIGUREHEAD: REPRESENT COLLEAGUES - SOCIAL CEREMONIAL LEGAL REPSONSIBILITIES

LEADER: CREATES MAINTAIN EFFECTIVE WORK ENVIORNMENT / MANAGE PEFROMANCE RESPONSIBILITIES / MOTIVATE & DEVELOP JUNIOR EMPLOYEES

LIAISON: COMMUNICATE ENTERNAL / EXTERNAL CONTACTS / NETWORK EFFECTIVLEY GATHER INFO

SUBSTAINS INFLUENCE WIDE RANGE BUSINESS MANAGE RELATIONSHIPS STAKEHOLDDERS

LAWS LESS FORMAL CODES CONDUCT GUIDE

ORGINALLY OWNED GOVERNMENT - GOVERNMENT SOME CONTROL E.G. CANT RAISE PRICES

AUTOCRATIC FOCUS NEEDS EMPOYEES

SHAREHOLDERS LITTLE CONCERN - LEAD RESENTMENT

DEMOCRACY FOSTER BETTER LONG TERM RELATIONSHIP

MOST STAKEHOLDERS BENEFIT COMMUNICATION

SETTING OBJECTIVES: ESSENTIAL START

GATHERING & INTEPRETING INFO: GATHER DATE - COST BENEFIT. TECHNOLOGY MAKE EASIER

SELECTING CHOSEN OPTION: WEIGH UP MANAGERS MAKE CHOICE

IMPLEMENTING DECISION: ACTIONS USING RESOURCES COMMUNICTATING INTENTIONS INTERESTED PARTIES

REVIEWING: JUDGE DECISIONS DESIRED EFFECT

CONSIDERABLE POWER

SIZE SHARES INFLUENTIAL DECISION MAKING

MANAGE RELATIONSHIPS MAJOR SUPPLIERS & CUSTOMERS EFFECTIVLEY 

ANYONE WITH INTEREST 

SHAREHOLDERS OWNERS PROVIDE CAPTIAL

INTERNAL: EMPLOYEES / OWNERS / MANAGEERS

EXTERNAL: LOCAL COMMUNITY / SUPPLIERS / CUSTOMERS / LENDERS / GOVERNMENT / SHAREHOLDERS

MINIMAL EFFORT: NOT POWERFUL / FIND OUT INFO (UNSKILLED EMPLOYEES)

KEEP INFORMED: NOT HUGE AMOUNT POWER INTEREST ACTIVITIES - MANAGERS KEEP INFORMED (NON-UNIONISED EMPLOYEES) 

KEEP SATISFIED: POWERFUL NOT MUCH INTEREST. INTERESTED HIGH FINANCIAL REUTNRS - MANAGERS ENAGE & CONSULT THEM (NATIONAL MEDIA / BANKS)

KEY PLAYERS: MOST POWERFUL & INTERESSTED - MAJOR INFLUENCE (UNIONISED EMPLOYEES MAJORITY SHAREHOLDERS)

LEVEL SALES - RATE CHANGING 

INTENSE COMPEITION - DISTINCT REPUTATION

ESTABLISH STRONG FINANCE

SMALLER COMMUNICATE & INVOLVE STAKEHOLDERS

SOLE TRADER - KNOW PERSONALLY 

LARGE COMPANY DIFFERENT - LEGAL STRUCTURES - SOME BOARDS MAXIMISE SHORT TERM PROFITS - ALIENTAE STAKEHOLDERS

FACING INTENSE RIVALS OPT ENGAGE CLOSE CUSTOMERS - DISTINCTIVE RELATIONSHIP 

THE BUSINESS MISSION & OBJECTIVE

RISK TAKING

EXTERNAL ENVIORMENT

ETHICS

RESOURCES

STRONGEST INFLUENCE

COMMITED PURSUNIG ETHICAL & SOCIAL OBJECTIVES HIGH PRIORITY MEETING THEM

MAXIMISING PROFITS SEEK MINIMISE COSTS - NOT ALL OBJECTIVES MET

MANAGERS CAUTIOUS

LIKELY GATHER MORE DATA

LOW RISK DONE QUICKLY

MATHS MODEL SHOW POSSIBLE OUTCOMES

DIFFERENT OPTIONS / CONSEQUENCES

LOGICAL BASED EVIDENCE / LOGICAL COMPARISON

ONLY FINANCIAL DATA

ESTIMATE - OPEN MANIPULATION

RANGE OUTCOMES UNCLEAR - UNPROGRAMMED DECISION

COUNTRY CLUB: WORK ENVIORMENT RELAXED - WORK MAY SUFFER LACK CONTROL

TEAM LEADER: HIGH FOCUS TASK & PEOPLE - GETS JOB DONE

PRODUCE OR PERISH: TASK MOST IMPORTANT REGARDLESS PEOPLE

IMPOVERISHED: LOW CONCERN PEOPLE & TASK - INEFFECTIVE NO FOCUS JOB

FIGUREHEAD: REPRESENT COLLEAGUES - SOCIAL CEREMONIAL LEGAL REPSONSIBILITIES

LEADER: CREATES MAINTAIN EFFECTIVE WORK ENVIORNMENT / MANAGE PEFROMANCE RESPONSIBILITIES / MOTIVATE & DEVELOP JUNIOR EMPLOYEES

LIAISON: COMMUNICATE ENTERNAL / EXTERNAL CONTACTS / NETWORK EFFECTIVLEY GATHER INFO

EMPLOYEES EMPOWERED MAKE MOST DECISIONS

EMPLOYEES MAKE DECISIONS WITHOUT CHECKING SUPERIOR 

PAUL ALLEN - MICROSOFT CO FOUNDER

EMPLOYERS TEND INDEPENDANT 

LACK SENSE DIRECTION COARDINATION PLANNING

ENTEPRENEUR: PLANS INITIATE CHANGE

DISTURBANCE HANDLER: SOLVE & CONTROL CRISIS / RESOLVE DISPUTES 

RESOURCE ALLOCATOR: MAKES DECISONS BEST USE RESOURCES

NEGOTIATOR: NEGOTIATE INTERNAL / EXTERNAL BUSINESS

MANAGERS REVIEW & REPORT PEFROMANCE

COMPARE OBJECTIVES OTHER BUSINESS

FINANCIAL REPORTS: INTERESTED PARTYS INFO SALES - LEGAL REQUIREMENT

EMPLOYEE PERFORMANCE: INFO PRODUCTIVITY - SUPPLYING SERVICE - VITAL MEASUREMENT

SOCIAL: BEHAVING ETHICALLY - MINIMISE POLLUTION MAKE JOBS

LEADING EMPLOYEES THROUGH MOTIVATION & COMMUNICATION

MOTIVATION WILLING ACHIEVE TARGET / GOAL - INSENTIVE

COMMUNICATION: ECHANGE INFO - ACHIEVE HIGH LEVEL PRODUCTIVITY

ASSUMES INFO AND DECISION MAKING TOP ORGANISATION

• ONE WAY COMMUNICATION
• MINIMAL DELEGATION 
• CLOSE SUPERVISION

MARTHA STEWART

DIFFICUTLIES

• PEOPLE AVOID MAKING DECISIONS
• COMMITESS MORE DIFFICUT DISMISS ALL MEMBERS WRONG DECISION
• SENIOR MANAGERS OVER WORKED
• BIGGER HARDER 

SETTING OBJECTIVES / TARGETS

ANAYLYSE DATA - E.G. FORECASTS KEY DATA - COMPETITOR PRICES / PRODUCTS

DRAW UP PLANS FUNCTIONAL AREAS BUSINESS - FINANCE - HELP ACHIEVE OBJECTIVES

ESTIMATE RESOURCE NEEDS PROPOSED PLAN

REDUCE CHANCE PROJECT FAILING

HIGHLIGHT PROBLEMS - TAKE ACTIONS

SHORT TERM

TAKEN REGULARLY

LESS COMMITMENT

PROGRAMMED

NON-PROGRAMMED

STRATEGIC

TACTICAL

HUNCH 

SENSE - EXPEREINCE 

QUICKLY, NEW SITUATION NOT MUCH DATA

RISKY MISTAKES / IRRATIONAL

LONG TERM

INVOLVE MAJOR COMMITMENT & RESOURCES

DIFFICULT REVERSE

MONITOR: SEARCH INFO RELEVANT BUISINESS / LOOK AFTER TEAM

DISSEMINATOR: PASS ON VALUABLE INFO

SPOKESPERSON: SPEAKS FOR ORGANISATION

SCIENTIFICALLY BASED DATA & OUTCOMES COMPARED INITIAL OBJECTIVES

REDUCES RISK EXPENSIVE MISTAKES

LOGICAL & STRUCTURED APPROACH 

COSTLY & TIME CONSUMING

COLLECTING & ANALYSING DATA

DATA MUST BE RELIABLE

SITUATIONS UNSTRUCTURED

REQUIRE UNIQUE SOLOUTION

USUALLY RISKY

DEAL PROBLEMS FAMILIAR WHERE INFO REQUIRED EASY OBTAIN

WELL STRUCTURED: PROCEDURES / RULES

RECORDING PROGRAMMS 

EMPLOYEES KNOW HOW MUCH AND WHEN

PLANNING 

ORGANISING

DIRECTING

CONTROLLING

LEADER SHARING DECICIOSN MAKING ABILITIES

EMPLOYEES ENCOURAGED TAKE PARK

TWO WAY COMNNUCATION

OBAMA

MOTIVATES EMPLOYEES - PRODUCTIVITY / RAISING MORALE

COVERTLY MANIPULATE EMPLOYEES

NATURE COMPLEX

ASSEMBLING RESOURCES

MANAGEMENT DECIDE WHO DO WHAT

RESOURCES ESSENTIAL - PLAN CAREFULLY USE MINIMUM RESOURCES ACHIEVE