Buss1001

3/11/2012 BUSS1001 savvy demarcation organisation Week 2 What is occupancy? Associate Professor Philip Seltsikas Associate dean (Undergraduate) THE UNIVERSITY OF SYDNEY BUSINESS SCHOOL Pre slew of instantlys lecture What is business organization? speciate view More complex view Assessment 1 2 What is business? The narrow view Any act that seeks to provide goods and services to others while operating(a) at a profit (Nickels, McHugh and M H h 2010 p. G 14) d McHugh 2010, G-14). 3 1 http//images. google. com/imgres? q=henry+fayol&hl=en&gbv=2&tbm=isch&tbnid=L07_nJsWisbAAM&imgrefurl=http//mariaavilla 4zKAcE9kM&w=131&h=173&ei=rrUvTvP0BJGmizar. logspot. com/2008/09/henry-fayol-vs-max-weber. html&docid=gigzs4 sAOJ9Lkd&zoom=1&iact=hc&vpx=287&vpy= one hundred fifty&dur=2276&hovh=138&h hovw=104&tx=81&ty=75& rascal=1&tbnh=128&tbnw=88& start=0&ndsp=35&ved=1t429,r1,s0&biw=1429&bih=723 Total returns on assets must exceed cost of swell letter required to finance assets http//en. wikiped ia. org/wiki/Max_Weber http//en. wikipedia. org/wiki/Scientific_management Reinvestment Returns Reinvestment Returns Assets Debt rectitude The measure Creation Equation A homunculus of all businesses Assets 1841-1925 Henry Fayol Founder of unmixed attention Theory 1856 1915 Frederick Taylor Developed scientific management 1864 1920 Max Weber analyse organizational bureaucracy Fayol, Weber, and Taylor All capital is a costly resource Debt Equity 3/11/2012 2 3/11/2012 What doesnt this model test us? WHAT? organizational building blocks Mission, Vision, Goal, use of goods and services Strategy Collection of assets Configuration of Assets into a structure (s) to enact business processes Management (decision making & control) using structure using policies & procedures using rewards & punishments DONT commonly SEE DONT usually SEE Where did these companies come from?WE SEE whatsoever OF THESE or ASPECTS OF THEM M 3 3/11/2012 Someone is at the controls propert y it running and navigating the environment 10 What is a BUSINESS? expression multiple meanings This is bulge of finding Business Structure Organisational Structure will help us understand What is a Business? 11 Dimensions of schemeal Structure Job specialization Departmentalization bridge deck of control Chain of Command (c. f. hierarchy) stock functions and staff functions (front office/back office) position and authority Divisionalization Centralization / Decentralization 4 3/11/2012 Organization ChartCEO chief financial officer CIO COO trade Director IT coach gross sales Director Production tutor Marketing group A Marketing group B IT department Sales arena A Sales region B Plant workers French & down 1959 5 bases of organizational power autocratic indicator Reward Power http//www. carrollcoaching job. com/coaching Legitimate Power Referent Power Expert Power Functional Organization Measures of Success? Profit Market assign KPIs (key performan ce indicators) 5 3/11/2012 Inside and Outside Perspectives Organisations are issuing to external advertises but may besides influence the operation and effect of those uniform forces. Key aspects of the capacity of organisations to effectively rule their own destiny include the decisions that they rent about k b t ? Strategy ? Structure and BUSS1001 Understanding Business ? Behaviour BUSS1002 The Business Environment Business key player in golf-club Is a major change constituent Has the potential to be a force for good g prosperity Drives harvest-home and p p y indian lodge Impacts on business Is constantly changing and so, must business change Affects what businesses do and how they do it What is business? A broader positioning Transformation of inputs into outputs to produce goods and services that witness needs and wants in the society adapted from Wetherly and Otter 2011 For-profit businesses surreptitious P i t empyrean t Types of business activity famili ar sector Non-profit organisations Government organisations 18 6 3/11/2012 Purpose of a For-profit business organisation Maximising returns on debt and equity This is achieved through sustainable agonistic titi advantage 19 sustainable competitive advantage Outperforming your competitors in the massive run How is this done? 20 undermentioned week What? Why? Strategy 21