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. Strategic Planning with Portfolio- and Life-Cycle techniques, in the 1980/90s Business Process Re-thinking (Outsourcing and Core Competencies, Lean Management and Reengineering …), and currently Digitization (Social Media, Industry 4.0) and Ethics (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 Product innovation (company performance program), or Process innovation (e.g. manufacturing, organisational structures), Social innovation (communication, qualification, motivation), and Market innovation (e.g. start on a new sales market). low Change high Further development
New development
high of known solutions in the
for problem-solving
company (real innovation) Innovation Imitation
Transfer
low of external known
a problem solution from
solution an external environment Fig. 2.1: Types of Business Innovation13 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 pioneer) for temporary, monopoly-like competitive advantages until imitators copy them as so-called followers. 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: Push-Pull Theory: 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. Technology Life Cycle: 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. Example Innovation Capacity in Germany According Bloomberg Innovation Index, 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. Innovation implementation problems internal
Lengthy duration (with low process orientation). Insufficient corporate knowledge management. Resistances to innovation (fear of change, adherence to low conventions, R&D budgets). relatively external
Complex long-term approval procedures. Complex laws & regulations (taxes, patents, environment, product/process safety …). In-transparent subsidy system. Little venture & risk capital. Fig. 2.2: Innovation Implementation Problems (Germany) Idea and Innovation Management According to Henry Ford, in the long run you don't make a profit with inventions, but with improvements. 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 Concept Idea and Innovation Management 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 kai = change, zen = 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 EFQM model 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 Error Management or corresponding evaluation concepts such as Six Sigma. 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 People, Processes, Results, in order to optimize continuous improvement through the participation of employees. Nine relatively weighted main criteria (five Enablers as prerequisites, four Results criteria), each with differentiated sub-criteria, are continuously monitored for permanent improvements and trends to be identified (see fig. 2.3). Fig. 2.3: EFQM Model EFQM Basic Principles15 Customer orientation 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. Partnership with suppliers as a trustful cooperation is a contribution to product quality. Employee development and participation to develop skills and make independent decisions motivate and increase the ability to innovate. Processes and Facts: Processes are continuously improved by a responsible person (based on numbers, data, facts). Constant improvement and innovation through creativity, benchmarking of all employees (PDCA cycle: 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. Social Responsibility through compliance with legal rules and ethical behaviour. Result orientation: Long-term excellent results due to the balanced interests of those involved. Example Six Sigma Principle Originally the Six Sigma Principle was developed by Motorola and General Electric and means a radically higher quality level is...