Meier / Institute Business Management

MBA Essentials
1. Auflage 2020
ISBN: 978-3-7526-5115-7
Verlag: BoD - Books on Demand
Format: EPUB
Kopierschutz: 6 - ePub Watermark

E-Book, Englisch, Band 1, 192 Seiten

Reihe: MBA Essentials

Any organization, private or public, profit or non-profit, requires effective management. Being a manager is nowadays a mass-profession - however, managers have often have not received systematic training. In this book, the essential basics of modern management are presented systematically and with practical examples. The focus is on the scope of action as a manager responsible on any hierarchical and process level. Step-by-step, from corporate policy and environmental dynamis through strategic planning, controlling and leadership up to organization, career models and self-managementtechniques. Target group are graduates and specialists who are systematically preparing for a new management position, e.g. in a General Management or an MBA program.

Prof. Dr. Harald Meier, University of Applied Sciences Bonn-Rhein-Sieg / Germany is the founder of the International Institute for Training Quality Certification (IfTQ-CERT). With many years of professional experience as a manager and consultant, as a trainer and quality certifier in private Business, NGOs and Business Schools world-wide, he is also the author of numerous management books. The proceeds from the book will go to the charity foundation for shelter and education for street children in DR Congo (www.meierstiftung.de).

Autoren/Hrsg.

Meier, Harald

Institute, Iftq-Cert

Leseproben

2. Innovation and Corporate Trends

• 2.1 Innovation Management and Trends
  • 2.1.1 Innovation Management
  • 2.1.2 Quality Management
  • 2.1.3 Project Management
  • 2.1.4 International and Diversity Management
  • 2.1.5 Ethics, CSR and Social Business
  • 2.1.6 Industry 4.0
• 2.2 Creativity and Problem-Solving methods
  • 2.2.1 Creativity Process
  • 2.2.2 Brainstorming, Mind Mapping, Morphology
  • 2.2.3 Synectic and Bionics
  • 2.2.4 Delphi Method and Crowdsourcing
  • 2.2.5 Fishbowl Method

2.1 Innovation Management and Trends

Management trends come and go: In the 1970s e.g. with Portfolio- and Life-Cycle techniques, in the 1980/90s (Outsourcing and Core Competencies, Lean Management and Reengineering …), and currently (Social Media, Industry 4.0) and (Sustainability, CSR) are mastering the discussion. Trends do often influence each other or they are complementary – some are a short fashion or an old concept in a new design, or they are really successful concepts in the long term.

2.1.1 Innovation Management

Traditionally business innovations have economic benefits, e.g. due a

• (company performance program), or
• (e.g. manufacturing, organisational structures),
• (communication, qualification, motivation), and
• (e.g. start on a new sales market).

low high

high

of known solutions in the

for problem-solving

company

(real innovation)

low

of external known

a problem solution from

solution

an external environment

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In times of re-thinking Business as not only profit-oriented with more focus than only on the shareholder value, an innovation could be also something in the society regarding the Corporate Culture (like CSR or Social Business concepts, see chap. 2.1.5), feelings or image without various related stakeholder relation.

Mostly, innovative companies are showing a close connection between willingness, ability and process of innovation, and they are making them an important strategic resource (e.g. Apple).

Innovation Theory

The innovation theory by Joseph A. Schumpeter (1883-1950) (which was originally macro-economic) is a central basis for companies:

• Development and implementation of innovations is a central entrepreneurial task for companies (as the for temporary, monopoly-like competitive advantages until imitators copy them as so-called . During this time, successful companies have again developed marketable innovations in order to secure a competitive advantage.

Current theories on business innovations take innovation triggers and company development into account:

• : The market is in need for innovations (pull effect due to customer requirements or new laws), or the company triggers innovations through own research and development (push effect) and generates demand.
• : Similar like Product life cycles develops the company' s innovative potential: Very high in the phase of founding and first market or business increase (to create new markets or market niches), later the ability to innovate decreases and the company concentrates more on process and quality improvements.

According , Germany is the world-wide the most innovative country (ahead of South Korea and Singapore), which is mainly due to technological innovations.14 When it comes to implement ideas into marketable products and services, Germany is below average.

Lengthy duration (with low process orientation). Insufficient corporate knowledge management. Resistances to innovation (fear of change, adherence to low conventions, R&D budgets). relatively

Complex long-term approval procedures. Complex laws & regulations (taxes, patents, environment, product/process safety …). In-transparent subsidy system. Little venture & risk capital.

(Germany)

According to Henry Ford, . At first glance, innovation management is a central function of the R&D department. But it is also a general management task to continuously improve processes in all areas and levels, just as the employees are asked to contribute their ideas.

An integrated includes for example:

• traditional suggestion system (e.g. ideas mailbox),
• systematic use of tools for creativity and problem solving,
• quality management with possibly resulting project teams and
• possibly a patent system (esp. in the MINT industry).

2.1.2 Quality Management (QM)

Quality is the sum of the properties and characteristics of a product, an activity or a process that relate to its suitability for fulfilling certain requirements. The originally Japanese Kaizen (Japanese = change, = the good) became known in Europe in the early 1980s as a philosophy of continuous improvement based on small individual ideas from employees at their workplaces at all hierarchical levels.

In Europe, it was then developed into a Total Quality Management (TQM) concept: products and services must not only be continuously improved for the customer as an end user. The upstream and downstream process steps within the company also represent quasi internal customer relationships. This is controlled by central QM employees with the participation of management and employees.

Business Excellence

As a cross-functional business model process of TQM the Business Excellence is for an excellent level in the management of an organisation. Self-assessment concepts of strengths and weaknesses and improvement potential should continuously develop the management system. Typical components are or corresponding such as . Integrated is a Business Excellence model in knowledge management as project and pro-cess experiences for the whole company.

The EFQM model (developed by the European Foundation for Quality Management) relates to the dimensions , in order to optimize continuous improvement through the participation of employees. Nine relatively weighted main criteria (five as prerequisites, four criteria), each with differentiated sub-criteria, are continuously monitored for permanent improvements and trends to be identified (see fig. 2.3).

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• determines the success of the products and services in competition. Advantages are the long-term corporate success through satisfied customers and their loyalty, strengthening of the market position, and motivated employees.
• as a trustful cooperation is a contribution to product quality.
• to develop skills and make independent decisions motivate and increase the ability to innovate.
• : Processes are continuously improved by a responsible person (based on numbers, data, facts).
• through creativity, benchmarking of all employees (: planning, carrying out, checking, acting).
• Leadership and consistent objectives for excellent performance by managers who shape corporate culture, and are responsible for employee satisfaction and business results.
• through compliance with legal rules and ethical behaviour.
• : Long-term excellent results due to the balanced interests of those involved.

Originally the Six Sigma Principle was developed by Motorola and General Electric and means a radically higher quality level is...