...Introduction The focus of this paper is to look at a strategic management expert and determine what they have done for the area of strategic management. This paper will spotlight Igor Ansoff. Igor Ansoff (December 12, 1918 – July 14, 2002) was a Russian American, applied mathematician, and a business manager (Hussey, 1999). He is known as the father of Strategic management. This paper will detail Igor Ansoff’s contribution to the Strategic management world. Review Igor Ansoff was born in Russia in 1918 and his family emigrated to the United States of America in 1936. His early academic focus was on mathematics, and he obtained a PhD in applied mathematics from Brown University, Rhode Island. He joined the Rand Corporation in 1950, and moved on to Lockheed Aircraft Corporation, where he eventually became Vice-President, Plans and Programmers, and then Vice-President and General Manager of the Industrial Technology Division (Igor Ansoff, 2012). In 1963, Ansoff was appointed Professor of Industrial Administration at the Carnegie Institute of Technology in Pittsburgh. He went on to hold a number of positions in universities in both the United States and Europe. He continued to act as a consultant after retiring from academia in 2000 and, on his retirement, was named Distinguished Professor Emeritus at the United States International University (Igor Ansoff, 2012). Until the publication of Corporate Strategy, companies had little guidance on how to plan for, or make decisions...
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...Matrix Organizations: Design for Collaboration and Agility Nick Horney, Ph.D. & Tom O’Shea, CMC, Principals, Agility Consulting 9/1/2009 M A T R I X O R G A N I Z A T I O N S Matrix Organizations Success in a matrix happens when you focus on building a new organization rather than simply installing a new structure. “S I C O N K E Y ince the end of World War II, corporate strategy has survived several generations of painful transformations and has grown appropriately agile and athletic. Unfortunately, organizational development has not kept pace, and managerial attitudes lag even farther behind. As a result, corporations now commonly design strategies that seem impossible to implement, for the simple reason that no one can effectively implement third-generation strategies through secondgeneration organizations run by first-generation managers. Today, the most successful companies are those where top executives recognize the need to manage the new environmental and competitive demands by focusing less on the quest for an ideal structure and more on developing the abilities, behavior, and performance of individual managers.” This assessment of matrix management, published in the Harvard Business Review in 1990, is a stinging portrayal of the state of matrix organizations at the time the article was written. Fortunately, both the times and the ability of organizations to adapt have changed. Organizations have become much more adept in implementing complex...
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...computational tasks in many different disciplines. They arise naturally when a continuous mathematical model is converted to a discrete numerical algorithm. However, there are also a huge number of initially discrete models where they also arise. As Wassily Leontief wrote in Scientific American in 1951 [153]: This article is concerned with a new effort to combine economic facts and theory known as “interindustry” or “input-output” analysis. Essentially it is a method of analysis that takes advantage of the relatively stable pattern of the flow of goods and services among the elements of our economy to bring a much more detailed statistical picture of the system into the range of manipulation by economic theory. As such, the method has had to await the modern high-speed computing machine as well as the present propensity of government and private agencies to accumulate mountains of data. It is now advancing from the phase of academic investigation and experimental trial to a broadining sphere of application in grand-scale problems of national economic policy.1 Gaussian elimination is the oldest and the simplest — but not always the fastest — algorithm for solving matrix equations. The title of this chapter is quite long because a matrix equation can be solved by many different algorithms. The only ones we discuss are Gaussian elimination and a variant which is faster in certain circumstances. Frequently in physical systems, the matrix is sparse, that is, most of its...
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...The four organizational structures I was ask to do research on is departmentalization, matrix organizations, the project team and collegial model. All four organizational structures have advantages and disadvantages and my findings are listed with my conclusion on the one that is best for our clients. There are several different advantages for using a departmentalization structure within an organizations. Departmentalization is divide into different sections to meet the needs of their clients. This organizational structure is divide into sections such as program, function, process, market, consumer and client and geographic to handle the client’s needs for their particular problems. The different sections of departmentalization are able served a population and other factors to assist with client’s needs. The people in this organizational structure are knowledgeable and skillful so they are able assist clients with any kinds of problems they may have. The disadvantages of departmentalization you may have to refer clients to outside sources to help them with their problems. This can upset clients because they would have communicate with someone who not associated with their problems. The biggest down size to this department is working with one person to meets the needs of a population. One person cannot meets the needs of a populations and some clients may have serve problems that needs immediately attention. Another disadvantages in departmentalization structure is trusting...
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...Introduction The purpose of this paper is to discuss, assess, compare, and contrast this author’s preferred management philosophy using five different articles or books that have been published within the last five years in academic literature. Furthermore, a matrix will be included to depict the similarities and differences among the five different articles or books. The management philosophy that this author prefers centers on the learning organization. The learning organization is not a new concept however, it did not become popular until the 1990s when organizations begin to realize that in order to be successful well into the future they had to embrace new ways of thinking instead of hanging onto the old ways of thinking. A learning organization is able to continuously experiment and improve its capabilities by enabling individuals within the organization to identify and solve problems. Therefore, the organization is able to enhance its capacity to grow, learn, and adapt its culture. Furthermore, the organization will gain new knowledge and insights. By comparing the articles this author believes that there is no universal definition of a learning organization and that there are multiple viewpoints surrounding the characteristics of this type of organization. The remainder of this paper is organized as follows: a discussion that focuses on the varying definitions of a learning organization and multiple viewpoints related to the characteristics of learning organizations...
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...|[pic] |Syllabus | | |College of Social Sciences | | |PSY/410 | | |Abnormal Psychology | Copyright © 2010, 2009, 2007 by University of Phoenix. All rights reserved. Course Description This course is designed to provide students with an introduction to theories and research concerning abnormal behavior (psychopathology). The course will address such topics as the incidence (frequency) of abnormal behavior of various types; how abnormal behaviors are classified into various diagnostic categories; the etiologies (causes) of psychological disorders; and the variety of methods employed in the treatment of abnormal behavior. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University...
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...Credits: 4 SYLLABUS Development Definition, Characteristics and phase of Scientific Method, Types of models. General methods for solving operations research models. Allocation: Introduction to linear programming formulation, graphical solution, Simplex ethod, artificial variable technique, Duality principle. Sensitivity analysis. Transportation Problem Formulation optimal solution. Unbalanced transportation problems, Degeneracy. Assignment problem, Formulation optimal solution, Variation i.e., Non-square (m x n) matrix restrictions. Sequencing Introduction, Terminology, notations and assumptions, problems with n-jobs and two machines, optimal sequence algorithm, problems with n-jobs and three machines, problems with n-jobs and m-machines, graphic solutions. Travelling salesman problem. Replacement Introduction, Replacement of items that deteriorate with time – value of money unchanging and changing, Replacement of items that fail completely. Queuing Models M.M.1 & M.M.S. system cost considerations. Theory of games introduction, Two-person zero-sum games, The Maximum –Minimax principle, Games without saddle points – Mixed Strategies, 2 x n and m x 2 Games – Graphical solutions, Dominance property, Use of L.P. to games, Algebraic solutions to rectangular games. Inventory Introduction, inventory costs, Independent demand systems: Deterministic models – Fixed order size systems – Economic order quantity (EOQ) – Single items, back ordering, Quantity discounts...
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...From: AAAI Technical Report SS-94-07. Compilation copyright © 1994, AAAI (www.aaai.org). All rights reserved. TOOLS AND TECHNIQUES FOR ORGANIZATIONALPROCESS DESIGN (Extended AbstracO John Idicula GINTIC Institute of Manufacturing Technology NanyangTechnological University Nanyang Avenue Singapore 2263 idicula@ntu.ac.sg 1. Introduction Organizations need to rapidly adapt to changes in dynamic markets. The design of an organization can hinder or even prevent it from responding quickly to changes in its environment. The processes along with other resources in the organization drive its workand responses to changes in its environment. Processes of an agile organization must be effective, efficient, reusable and well managed. Furthermore, they must ease quick responses to changesin the environmentof the organization. The study of designing organizational processes can stimulate us to design better organizations. It can borrow ideas, tools and techniques fromareas such as artificial intelligence, computer science, coordination science, logic and operations research. Mostof the activities performedin organizations deal with the processing of information to meet various goals. The design of an organization must support the primary activities that help the organization to achieve its goals. Information technology is providing new ways of organizing and performing activities. Transactions that required several hours of human attention can nowbe achieved in a few seconds. There are...
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...Term Project – IT Governance Overall Scope: You are required to study of IT Governance in a business organization of your choice as per the Weill-Ross framework, develop of the Governance Arrangement Matrix (GAM) of the organization, and comment on the effectiveness of the Governance Mechanisms. Deliverables: Write-up and presentation Specific deliverables/guidelines: In line with the above, the following may be the specific contents of your findings/write-ups as well as the presentation. But then, these are indicative. You are free to decide to add any more relevant information. 1. Intro to the Company and Business Principles (Vision statement, broad enterprise level functions and unit level functions of the organization etc) 2. Role of IT in the organization & the IT Principles 3. The IT Governance Arrangements Matrix (sample shown below) 4. Various governance mechanisms implemented (enterprise wide and in the units) along with the advantages and disadvantages 5. Suggested IT Governance improvement needs IT Decision | IT Principles | IT Arch | IT Infra | Business Need | IT Investment | Archetype | Input | Decision | Input | Decision | Input | Decision | Input | Decision | Input | Decision | Biz Monarchy | | | | | | | | | | √ | IT Monarchy | | | | √ | | | | | | | Feudal | | | | | | | | | | | Federal | √ | | | | √ | | √ | | √ | | IT Duopoly | | √ | √ | | | √ | | √ | |...
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...Communication Theory Nine: Two Robert T. Craig Communication Theory as a Field May 1999 Pages 119-161 This essay reconstructs communication theory as a dialogical-dialectical field according to two principles: the constitutive model of communication as a metamodel and theory as metadiscursive practice. The essay argues that all communication theories are mutually relevant when addressed to a practical lifeworld in which “communication” is already a richly meaningful term. Each tradition of communication theory derives from and appeals rhetorically to certain commonplace beliefs about communication while challenging other beliefs. The complementarities and tensions among traditions generate a theoretical metadiscourse that intersects with and potentially informs the ongoing practical metadiscourse in society. In a tentative scheme of the field, rhetorical, semiotic, phenomenological, cybernetic, sociopsychological, sociocultural, and critical traditions of communication theory are distinguished by characteristic ways of defining communication and problems of communication, metadiscursive vocabularies, and metadiscursive commonplaces that they appeal to and challenge. Topoi for argumentation across traditions are suggested and implications for theoretical work and disciplinary practice in the field are considered. Communication theory is enormously rich in the range of ideas that fall within its nominal scope, and new theoretical work on communication ...
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...its businesses (the degree to which it is diversified across markets). There are multiple structural variations that organizations can take on, but there are a few basic principles that apply and a small number of common patterns. The following sections explain these patterns and provide the historical context from which some of them arose. The first section addresses organizational structure in the twentieth century. The second section provides additional details of traditional, vertically-arranged organizational structures. This is followed by descriptions of several alternate organizational structures including those arranged by product, function, and geographical or product markets. Next is a discussion of combination structures, or matrix organizations. The...
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...organizations, as it is the way information is shared across service lines and departments. Also, the organization’s structure plays into whether or not effective communication is possible. Effective communication is developed and enhanced through an organizational model or structure that the health care organization follows. According to Hearst Newspapers, LLC (2016), "an organizational structure defines an organization through its framework, including lines of authority, communications, duties and resource allocations... it is driven by the organization’s goals and serves as the context in which processes operate and business is done” (What Is an Organizational Model?). Effective communication as defined by the organization’s organizational structure ensures that barriers are overcome and clear communication is shared throughout the health care organization. Mercy Health Muskegon (MHM), the organization I work for, utilizes the functional organizational structure with the inclusion of the matrix structure. The functional structure’s key characteristic is “a pyramid-shaped hierarchy, which defines the functions carried out and the key management positions assigned to those functions” (Buchbinder & Shanks, 2011, p. 6). The matrix structure enhances work flow and sharing of information within the functional structure because it “recognizes that a strict...
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...Organizational structure refers to the way that an organization arranges people and jobs so that its work can be performed and its goals can be met. When a work group is very small, and face-to-face communication is frequent, formal structure may be unnecessary, but in a larger organization decisions have to be made about the delegation of various tasks. Thus, procedures are established that assign responsibilities for various functions. It is these decisions that determine the organizational structure. In an organization of any size or complexity, employees' responsibilities typically are defined by what they do, who they report to, and for managers, who reports to them. Over time these definitions are assigned to positions in the organization rather than to specific individuals. The relationships among these positions are illustrated graphically in an organizational chart. The best organizational structure for any organization depends on many factors including the work it does; its size in terms of employees, revenue, and the geographic dispersion of its facilities; and the range of its businesses (the degree to which it is diversified across markets). DEVELOPMENT OF THE TRADITIONAL ORGANIZATIONAL STRUCTURE Understanding the historical context from which some of today's dominant organizational structures have developed helps to explain why some structures are the way they are. For instance, why are the old, but still operational steel mills such as U.S. Steel and Bethlehem...
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...Table of Contents I. Introduction 2 II. Customer portfolio concept 3 2.1 Concept of customer portfolio and its application in company 3 2.1.1 Customer Lifetime Value (CLV) 3 2.1.2 Market segmentation 4 2.1.3 Sales forecasting methods 5 2.1.4 Activity based costing 6 2.2 Customer portfolio application of “CDNow” 6 2.3. Concept application for e-tailer companies 8 III. Conclusion 10 References 11 Introduction In business, customers are always considered as the basis of a company’s profitability (Gupta et al., 2004; Hogan et al., 2002; Rappaport, 1998; Wayland and Cole, 1994). It leads to a customer – centric view in practice in general as well as in marketing in particular. According to Rust et al., (2005), the limited resources allocated efficiently for maximizing value requires a relationship – oriented customers and strong, long – lasting customer retention. Focusing on current customers is the right strategy, especially offering a positive lifetime profitability relationship when acquiring new customers is more expensive than retaining existing ones (Morgan and Hunt, 1994; Reichheld and Teal, 1996; Bitran & Mondschein, 1997). However, there is not only lifetime profitability relationship, but also different treatments of customers in marketing tools are advisable. Determining the right strategic balance between acquisition...
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...So product differentiation that is unique product is another core competence for Grafton College. Task 2: Issues when planning business strategy: Issues faced by Grafton College while planning business strategy can be studied through Porter’s five forces model Figure 01: Porter’s five forces model. Adapted from: http://notesdesk.com/notes/strategy/porters-five-forces-model-porters-model Last Accessed on: 11 August 2012. 1. Threat of Substitute Products: Threat of substitutes is a big issue when planning strategy. Threat is high when there are other products available as substitutes. Customers switching cost is low so it is a threat for the company. Example of Grafton College: The substitute products/services for Grafton College will be: • Books • Videotapes • Training Institutes • Computer Based Training 2. Threat of New Entrants: Entrance of new entrant into the market is always a threat for any company. Threat of new entry is high when barrier to entry is low and there is lack of product differentiation. Example of Grafton...
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