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Block 3 - Building Long-Term Success - Coggle Diagram
Block 3 - Building Long-Term Success
Leadership and Management
Management is still not leadership (Kotter, 2013)
Management = coping with complexity (Kotter, 1987)
Leadership = Coping with change
Change Management
Rogers (1962) - change must be diffused over time
Innovation
Innovators
Early Adopters
Early Majority
Late Majority
Laggards
Relationships and Marketing
Crisis Management
Four Step Framework - Tyson & Roehm
Acknowledge the problem
Formulate a Response
Assess the Incident
Implement a response
Indirect and Direct damage caused by events
Measuring Success - Sales, Awareness, Market Shrare
Quality Gaps Model
Level of Power Vs Level of Interest
Quality and Improvement
Six Sigma = system of process improvement
Quality Assurance
Ensure a product or service will satisfy requirements
Quality Control
Activities needed to fulfil requirement of product or service
Perception based quality
Quality Gaps Model
Seven tools for controlling quality
Hisgtogram
Control Chart
Scatter Diagram
Pareto Chart
Checklist Tally
Cause and Effect
Stratification
Operations Risk
Supply Failure
Environmental Disruption
Product or service design failure
Failures within the operations process
Risk Mitigation Strategy
Avoid, Reduce, Transfer, Share and Take
Accounting for values
Good Quality accounting = right decisions
Measurement of financial accounting
Historical Cost
Deprival Value
Fair Value
Share Value differs from corporate social responsibility
Productivity Puzzle
Employee involvement = increased productivity
Organisational involvement management
Collaboration amongst workers
Workplace Employment Relations Survey = WERS
Politics
Political analysis = stakeholder analysis
Political astuteness = having a deep understanding of the politics of an organisation
Power Vs Interest Matrix
Mendelow 1991 and later adapted by Johnson et al 2008