1. Do you plan your professional future in Russia? Why?
2. Do you plan to choose the future career as a Manager or as a Professional? Why? What are your arguments?
3. Do you plan to choose the future career as a Manager or as an Entrepreneur? Why? What are your arguments?
4. Who can be manager? What the personal features of a person to be able to manage?
5. What could be the ideology (“religion”) of post-industrial society? What are the values for economic activity in the post-modern universe?
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| Core terms
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| Organisation
| The organised world in an economic unit, which is understood as process
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| Objective
| An end that can be reasonably achieved within an expected timeframe and with available resources.
In general, an objective is broader in scope than a goal, and may consist of several individual goals. Objectives are a basic tools that underlying all planning and strategic activities, they serve as the basis for policy and performance appraisals.
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| Strategy
| 1. A method or plan chosen to bring about a desired future, such as achievement of a goal or solution to a problem.
2. The art and science of planning and marshalling resources for their most efficient and effective use.
The term is derived from the Greek word for generalship or leading an army.
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| Power
| Determination of the behaviour of one social unit by another.
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| Social benefit
| The increase in the welfare of a society that is derived from a particular course of action. Some social benefits, such as greater social justice, cannot easily be quantified.
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| Social justice
| The fair and proper administration of laws conforming to the natural law that all persons, irrespective of ethnic origin, gender, possessions, race, religion, etc., are to be treated equally and without prejudice.
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| Additional glossary
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| Absorption coping
| Extent of dealing with the variability of inputs to the organisation by acting on those
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| Centrality
| Degree to which a subunit is interdependent within the organisation.
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| Contract
| A voluntary, deliberate, and legally binding agreement between two or more competent parties. Contracts are usually written but may be spoken or implied.
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| Coping
| Extent of dealing with a lack of information about future events, alternatives, and outcomes.
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| Hypothetical substitutability
| Perceived degree to which tasks could be performed by others within a subunit, other subunits, and by outsiders.
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| Informational coping
| Extent of dealing with the forecasting of variability of inputs to the organisation.
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| Managerial substitutability
| Ability to obtain alternatives or replacements for heads of departments and their immediate supervisory deputies.
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| Participation power
| Degree of involvement in decision making.
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| Perceived power
| Amount of influence attributed to a subunit.
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| Position power
| Degree of formal, legitimate authority.
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| Prevention coping
| Extent of dealing with the variability of inputs to the organisation by acting on those inputs or their causes outside the organisation.
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| Staff substitutability
| Ability to obtain alternatives or replacements for technical, administrative, and manual personnel in a subunit.
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| Stakeholder
| A person, group, or organisation that has direct or indirect stake in an organisation because it can affect or be affected by the organisation's actions, objectives, and policies.
Key stakeholders in a business organisation include creditors, customers, directors, employees, government (and its agencies), owners (shareholders), suppliers, unions, and thecommunity from which the business draws its resources.
Although stakeholding is usually self-legitimizing (those who judge themselves to be stakeholders are stakeholder ), all stakeholders are not equal and different stakeholders are entitled to different considerations.
e.g., a company’s customers are entitled to fair trading practices but they are not entitled to the same consideration as thecompany's employees.
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| Substitutability
| Ability of the organisation to obtain alternative performance for the activities of a subunit.
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| Workflow immediacy
| Speed and severity with which the tasks of a subunit affect the final output of the organisation.
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| Workflow pervasiveness
| Degree to which the tasks of a subunit are linked to the tasks of other subunits.
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| Internal Network
| Large company that sees its units as separate profit centers. It may encourage the units to sell its products outside the company as well (e.g., GM and its spark plug division). One reason for doing this is the belief that if units have to operate with prices set by the market, they have incentive to improve performance and reduce prices.
In these organisations, corporate headquarters acts like broker. A bit like role of government in business in Japan.
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| Stable Network
| The stable network consists of a central organisation that outsources much of its operations to other companies. For example, at BMW, they outsource about 65% of the total production cost of a car.
The central organisation often has longterm relationships with suppliers, who have access to the company's computer system and may be present at private planning sessions. The central organisation may also have several joint ventures, alliances, long term contracts, etc. going with different companies.
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| Dynamic Network
| The dynamic networks outsource even more heavily. Basically, an integrator firm identifies and assembles assets owned by other companies. Typically, the integrator is a downstream player whose core competence is understanding the market. For example, Nike is the center of a dynamic network. Their only functions are R&D and Marketing.
Dynamic networks are common in the fashion, toys, publishing, motion pictures, and biotech industries.
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| Market Networks
| There may exist a fourth type of network organisation, which we might call the "market network". These organisations don't have a lead player that coordinates the others. Instead, a collection of organisations trading in the market fall into a stable pattern of relationships that gradually becomes solidified. Initially, members of the network may not be aware that they have fallen into this pattern. We can think of these organisations as natural "subassemblies” of the economy.
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