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BLOCK 3: Building long-term success - Coggle Diagram
BLOCK 3: Building long-term success
The politics of business and management.
THE STAKEHOLDER ANALYSIS: The power vs. interest matrix.
High/Low
A: Minimal effort
B; Keep informed
C: keep satisfied
D; Key players
HARTLEY AND FLETCHER'S Political astuteness framework
Personal Skills: Self-awareness of one's motives and behaviours .
interpersonal Skills: Soft-skills, able to influence others thinking and behaviours. Hard-skills, be able to negotiate, stand up to pressure from others.
Reading people and situations: Analysing or intuiting the dynamics among stakeholders.
Building alignment and alliances: Detailed appreciation of context, players & objectives of stakeholders.
Strategic direction and scanning: strategic thinking & action in the relation to organisational purpose, thinking long term & road mapping.
They're the voice- how workers can be herd when unions are on the wane.
How can workers voice best be herd?
Direct or indirect
Hybrid
Union or non-union
SESSION 4: Introducing employement relations
Grievance handling;-employees & employers solving cases of injustice & unfairness.
Between managers:- decision makers, resources, policy's & values.
Bargaining;- over working conditions, wages 7 decision making.
Types of relations
4.Group problem solving;- When two party's collaborate with each other to address common issues.
KOTTER (1996) Eight-step change model
RAPPAPORT (2006) 10 Steps to shareholders value
The seven tools key to quality control
Scatter diagram
Pareto chart
Checklist/tally
Control chart
Histogram
Cause and effect diagram
Stratification
DIMENSIONS OF SERVICE QUALITY MODEL
QUALITY GAPS MODEL: Managers perceptions of customers expectations, Product specification, Customers experience of the product, External communication to customers, Customers expectations.
FIVE FORMS OF LEADERSHIP
Leaderships as results
Leadership as position
Leadership as process
Leadership as person
Leadership as purpose
