30+mba-第43章
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have segmented the market into ever…smaller sub…topics； for example
focusing on certain subgroups； difficult people for example； or special situations
such as a。。er a merger or closure of part of a business。
。 Achievement motivation theory （Atkinson； 1964）
。 Action…oute expectancy （Heckhausen； 1991）
。 A。。ributional theory of achievement motivation （Weiner； 1972）
。 Cognitive dissonance theory （Festinger； 1957）
。 Effectance motivation （White； 1959； Harter； 1978a）
。 Expectancy times value theory （Vroom； 1964）
。 Goal…se。。ing theory （Locke； 1968）
。 Intrinsic motivation （Deci； 1975）
。 Learned helplessness theory （Seligman； 1975）
。 Neuro…linguistic programming – NLP （Bandler and Grinder； 1976）
。 Reactance theory （Brehm； 1966）
。 Self…efficacy theory （Bandura； 1977）
The guiding principle for all motivation practice is that people respond
to a much wider range of stimulations other than life and death； fear and
144 The Thirty…Day MBA
greed or stick and carrot。 There is a thumbnail sketch of the 50 or so people
whose theories on motivation and organizations have brought them to
prominence and that an MBA should have at least an appreciation of at this
website （onepine。info/people。htm）。
LEADERSHIP
However great the employees are； unless a business has effective leadership
nothing of great value can be made to happen。 While the boss may have a
pre。。y clear idea of what the business is all about and what makes it special
and different； it may not be so clear to those who work further down。
Employees o。。en just keep their heads down and get on with the task in
hand。 While that’s a useful trait； it is not sufficient to make a business a
great place to work。 To make that happen； the boss has to have a precise
idea of where the business is heading and use their leadership skills to
achieve results。
Tasks
Leaders have three major tasks： to determine the direction； chart the course
and set the goals。 The direction of a business has a number of ponents
that can be best understood if thought of as being parts of a pyramid。 （See
Figure 4。8。）
Figure 4。8 The purpose pyramid
Action plans
Key tasks
Objectives
Mission
Start the
planning
process
Derive
from the
planning
process
Vision
A vision is about stretching the organization’s reach beyond its grasp。 Few
now can see how the vision can be achieved； but can see that it would be
great if it could be done。
Organizational Behaviour 145
Microso。。’s vision of a puter in every home； formed when few offices
had one； is one example of a vision that has nearly been reached。 As a
mission statement in 1990 it might have raised a wry smile。 A。。er all； it was
only a few decades before then that IBM had estimated the entire world
demand for its puters as seven！
NASDAQ； the entrepreneurs’ stock market； has as its vision： To build the
world’s first truly global securities market。 ‘A world…wide market of markets
built on a world…wide network of network linking pools of liquidity and
connecting investors from all over the world thus assuring the best possible
price for securities at the lowest possible costs。’ That certainly points to
beyond the horizon envisaged by business today。
Having a vision will make it easier to get employees to buy into a longterm
mitment to a business – they will see that they could have career
opportunities and progression in an organization that knows where it is
going。
Mission
A mission is a direction statement； intended to focus your a。。ention on the
essentials that encapsulate your specific petence（s） in relation to the
market/customers you plan to serve。 First； the mission should be narrow
enough to give direction and guidance to everyone in the business。 This
concentration is the key to business success because it is only by focusing
on specific needs that a small business can differentiate itself from its larger
petitors。 Nothing kills off a business faster than trying to do too many
different things too soon。 Second； the mission should open up a large
enough market to allow the business to grow and realize its potential。 You
can always add a bit on later。
In summary； the mission statement should explain：
。 what business you are in and your purpose；
。 what you want to achieve over the next one to three years； ie your
strategic goal；
。 how； ie your ethics； values and standards。
Above all； mission statements must be realistic； achievable – and brief。
Objectives
The milestones on the way to realizing the vision and mission are measured
by the achievement of business objectives。 These objectives ‘cascade’
through the organization from the top； where they are measures of profit；
through to measures such as output； quality； reject rates； absenteeism and
so forth。
146 The Thirty…Day MBA
Objective se。。ing is a primary process in which clear performance measures
are agreed with every employee。 The achievement of specific objectives is
the ultimate measure of effective leadership。
MANAGEMENT
Leadership and management are not the same thing； but you need both。 A
leader challenges the status quo； while a manager accepts it as a constraint。
A boss usually has to be both a leader and a manager。 Dozens of catchy
titles such as bo。。om…up； top…down； management by objectives and crisis
management have been used to describe the many and various theories as
to how to manage。
Judy Lever and Vivienne Pringle started Blooming Marvellous over 20
years ago when they were both pregnant。 After searching for the kind
of fashionable clothes they used to wear and drawing a blank； they
guessed they had found a gap in the market。 They stated their purpose
and goals as follows：
Arising out of our experiences； we intend to design； make and market
a range of clothes for mothers…to…be that will make them feel they can
still be fashionably dressed。 We aim to serve a niche missed out by
Mothercare； Marks & Spencer； etc； and so bee a significant force
in the mail order fashion for the mothers…to…be market。
We are aiming for a 5 per cent share of this market in the Southeast；
and a 25 per cent return on assets employed within three years of
starting up。 We believe we will need about ￡25；000 start…up capital to
finance stock； a mail order catalogue and an advertising campaign。
They kept on their day jobs and would meet after work every day
at Judy’s house to answer enquiries； send out leaflets and dispatch
products in the post every day。 They outsourced work to a pattern
cutter； a small factory； some fabric suppliers； and eventually a small
distribution centre。 After a year or so of modest sales they felt confident
enough to set up their first business premises – a 1；200 sq ft warehouse
on a business park staffed by four of the women who had been working
in their distribution centre。
The pany now employs 150 people； has 14 shops and has
extended its range to include nursery products； toys； themed bedroom
accessories and a separate brand called Mini Marvellous that caters
for children aged 2–8 years。 Over a third of sales e directly via their
website （bloomingmarvellous。uk）。
Organizational Behaviour 147
American engineer Frederick Winslow Taylor （circa 1911）； who is credited
with coining the phrase ‘time is money’； was one of the pioneers of the
search for the ‘one best way’ to execute such basic managerial functions
as selection； promotion； pensation； training and production。 Taylor
was followed by Henri Fayol （1919）； a successful managing director of a
mining French pany； who developed what he called the 14 Principles
of Management； recognizing that his list was neither exhaustive nor universally
applicable。 He also set out what he saw as the five primary functions
of a manager。 Nearly a decade later； Luther Gulick； an American；
and Lydnall Urwick； a founder of the British management consultancy
profession； expanded Fayol’s list to seven executive management activities
summarized by the acronym POSDCORB：
。 Planning： determine objectives in advance and the methods to achieve
them。
。 Organizing： establish a structure of authorit
