CM Culture d\'entreprise anglais S5 LEA PDF

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Cours prise de note sous format power point de culture d'entreprise en Anglais...

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UE503-EC3 Culture d’entreprise anglais Licence 3 Semestre 5 Peterson NNAJIOFOR Université de Lorraine

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nwww.leametz.pbworks.com

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Contrôles

UE503-EC3 Culture d’entreprise anglais: n

Date: Mercredi 16 décembre 2020

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Heure: 08h00 à 09h00

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Lieu: Amphi 2

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UE 501-EC1 Média et actualités anglais:

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Date: mercredi -- décembre 2020

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Heure: 08h00 à 09h00

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Lieu: en ligne

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General Introduction Defining the terminology ‘Culture d’entreprise’

Culture according to Peter and Peggy Post: • « a group that shares beliefs, interests, values, goals, and living styles »

Section 1

Corporate culture according to Peter and Peggy Post:

“the expression of common characteristics that set one workplace apart from another. It affects everything from how major decisions are made and communicated to how the lowliest cubicle is decorated”.

Edgar Schein’s definition:

“a pattern of shared tacit assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems”

Synthesis

+ The Three Levels of Corporate Culture by Edgar Schein

+ Types of organizational culture

Charles Handy, Understanding Organisations (1981): Four main types of organizational culture: • • • •

Power culture Role culture Task culture Person culture

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Sense of identity

Cohesion in the company (teamwork)

Commitment of employees

Advantages of a strong corporate culture

Motivation

Better understanding

Reinforcement of company values

Control device for management

Criticisms of corporate culture • John Kotter and James Heskett (1992)

Corporate culture in the U.S.

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Corporate culture as part of the representation of the U.S. American Symbols and Values Pragmatism Creativity DIY The Self-Made Man

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n Free

Enterprise and Capitalism

n Private

property

n Property

as a human right by John Locke

Corporate Culture as part of the representation of the U.S.

n Property

Owner and Master

n Extreme

tendencies

n Rugged n Adam

Capitalism

Smith and the laissezfaire doctrine

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The Ludlow Massacre (April 20, 1914 in Colorado) n

19-25 casualties

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Regulations:

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The Sherman Anti-Trust Act (1890)

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Revised by the Clayton Anti-Trust Act of 1914

Labor Disputes and Regulations

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Check unbridled monopolies by large corporations companies could not act “in restraint of trade” by reaching a size and an organization that prevented competition

Ronald Reagan: n

“government is not the solution to our problems (such as inflation at the time) government is the problem.”

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Government Intervention in the Economy n

Government-run businesses n State-run n FG-run n The U.S. Postal Service Government-owned corporations Amtrak Government Sponsored Corporations The Federal National Mortgage Association (a.k.a. Fannie Mae) and The Federal Home Loan Mortgage Corporation (a.k.a. Freddie Mac) Corporation for Public Broadcasting (funds PBS, NPR, etc)

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Labor Relations in the U.S. The Employee/workers’ rights Minimum wage laws in the US

“Free enterprise” guides all businesses n Each legal form has advantages and disadvantages n Important considerations before choosing a form of ownership: the size and nature of the business n Small or large (production, sale, IT, service); the level of control the would-be businessman wants to have the business's vulnerability to lawsuits (e.g. if the business manufactures or sells products that may injure someone…) the tax implications (each form of business ownership has a different ownership structure and is taxed according to a specific system); the expected profit (or loss) of the business. n

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Section 2 Forms of Business Ownership

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Business Ownership .Soleof proprietorship + I.Forms

Sole proprietors own:

all the assets of the business and the profits generated by it.

A sole proprietor is personally liable for:

any and all debts and liabilities of the business

Forms of Business Ownership + II. Partnership n Advantages: n partnerships

are relatively easy to establish n a business usually benefits from partners who have complementary skills n Disadvantages: n Partners

must decide up front (in advance) how much time and capital each will contribute n Disputes are dangerous for the future of a partnership n The

partnership may have a limited life; it may end upon the withdrawal or death of a partner.

+ Forms of Business Ownership II. Partnership

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Like sole proprietorships, the law does not distinguish between the business and its owners.

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Partners are jointly and individually liable for the business, i.e. for actions of the other partners.

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The personal assets of the partners are ultimately exposed to (subject to = soumis à) the claims of partnership creditors.

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Consequence: It is wise to be fully prepared for any crisis from a legal point of view.

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The partners need to have a legal agreement signed by all partners that sets forth: -

how decisions will be made how profits will be shared, how disputes will be resolved how future partners will be admitted to the partnership how partners can be bought out or what steps will be taken to dissolve the partnership if/when needed.

+ Types of Partnerships

There are three types of partnerships:

General Partnership

Equal responsibilit y and liability

Limited Partnership or Partnership with limited liability.

Some partners with limited liabilities

Joint Ventures

Two or more companies collaboratin g on a single project for a limited period of time

+ Forms of Business Ownership III. The corporation

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Definition:

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A corporation is an association of individuals created under authority of law (state law) which exists as an artificial person and has powers and liabilities independent of its members.

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Advantages n

limited liability and the sharing of risks

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Perpetual existence

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multiple ownership (raising of capital)

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separation between ownership (the stockholders) and management of the corporation

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Complexity: difficult to set up

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Expensive n

Drawbacks of Corporations

a separate legal entity, is also a taxpayer

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Double taxation

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Low credit standing

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Risk of takeover

+ Avoiding double taxation: S corporations

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“Subchapter S corporation”

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The IRS taxes the earnings of the corporation directly to the shareholders, not to the corporation.

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Double taxation is avoided (the S corporation is treated like a partnership for tax purposes) but owners can preserve the advantage of limited liability

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It is restricted to corporations with no more than 100 shareholders

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All shareholders must agree to the S format

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All shareholders must be citizens or residents

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The S corporation has to be domestic.

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No other company can hold shares in an S corporation

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It is a hybrid form combining the best features of a corporation and a partnership

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Like a corporation, members of the LLC are not personally responsible for the debts of the LLC

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Like a partnership, there is no dual taxation and the earnings of the business are taxed directly to the members

+ The limited liability company (LLC)

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The SEC is an independent, nonpartisan, quasi-judicial federal government agency, established by Congress after the Wall Street crash of 1929.

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Created to regulate the stock market and allow public scrutiny so as to prevent abuses.

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Has the power to regulate stock exchanges by enforcing the laws that govern the trade in securities.

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The SEC is allowed to prosecute individuals or companies found to have committed accounting fraud, provided false information, engaged in insider trading or violations of other provisions of the securities law.

+ 5. Corporate requirement: disclosure of financial info to the Securities and Exchange Commission (SEC)

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The Corporation Film

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Alternative forms of ownership

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The cooperatives n Basic principles: n voluntary and democratic membership n concern for the community n independence and self-help n Cooperation n Marinaleda in Spain n Emilia Romagna in Italy n http://www.cooperativama rinaleda.es/ n

Types of cooperatives: n n n n

Producer cooperatives Consumer cooperatives Worker cooperatives Purchasing and shared services cooperatives

+ Franchising

The Franchise

Four basic characteristics of the franchise the franchisor is the owner of a name, a business concept or process, a product, or a specialized piece of equipment, as well as the goodwill (customers) associated with it. enables a franchisee to use either the product owned by the franchisor, or the complete business format contract binds and involves the two parties, the franchisor and the franchisee Franchising requires the payment by the franchisee of a royalty (redevance)

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Types of Franchise

Product and Trade name franchising

Business format franchising

franchise outlets (points de vente) that simply distribute a product under a franchisor’s trademark, such as gas stations, vehicle dealerships etc. The retailer as franchisee sells the franchisor's product directly to customers

Concerns not just the product and trademark but the whole system including appearance and image, marketing strategy and plan, and quality control systems

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+ Advantages and drawbacks of the Franchise system

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Advantages: n

It is easy for the franchisee to start without a lot of investment

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He/She knows that the trademark is successful and will attract customers

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Free advertising taken care of by the franchisor

Drawbacks n

He/She is not and will never be the owner of the business

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He/She is bound to the regulations guiding the franchise and is not allowed to alter the format of the business

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He/She may not be able to take strategic decisions but would be affected by decisions taken by the franchisor

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Section 3 Management Introduction

Definitions of management • Business Administration • A group of people in charge of management • Management as a set of functions

+ Planning and plans

Organizing and staffing

The Functions of Management

Directing and coordinating

Controlling and evaluating

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+ Tasks of Management

Planning and Plans n

Planning is the function that is concerned with defining goals that the organization will have to work toward, anticipating what will be done and how and when (where) it will be done, deciding on the resources needed in order to attain the goals.

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Contents of a Business Plan Introduction (Mission Statement)

Strategic advantages and weaknesses

Marketing Strategies

Financial Management

Operations

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Two major levels of Corporate planning Long Range Planning (also called Long Term Planning) • 5 years or more Short Range Planning (Short Term Planning)

Less than 5 years

Both levels of planning include: • Statement of corporate purpose (also known as Mission Statement) • Strategies to achieve those purposes • Policies

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Human Resources Policy

Pricing Policy

Examples of Policies Marketing Policy

Distribution Policy

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Short-term plans also known as Short Range plans plans with a horizon of five years or less.( They are sometimes called operating plans).

Short-term plans

actions chiefly planned by lowerlevel management considered necessary to support the long term strategies • for instance by making changes in the shipping room • or using different shipping methods with a view to speeding product delivery.

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Organizing

Process of setting up the structure

allocating resources

Staf f mat eri als ma chi ner y Mo ney

across the organization, so that they will ultimately be used together to reach corporate objectives.

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Staffing

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Selection and Recruitment of the most qualified employees

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Role and Task analysis

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Safeguarding the welfare of employees

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aims at getting the best from employees in order to maximize their potential

Involves communication

Guiding and motivating employees

Directing

Informing subordinates about the job objectives and manner of achieving them

Detecting and correcting errors

Requires sensitivity, leadership and the ability to influence others

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Controlling

Controlling means monitoring the activities of employees, determining whether the organization is on target with its goals and making changes when necessary.

Requires:

Evaluation of performance Comparing results

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Common characteristics

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Types of managers

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Prerequisites

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Management styles

Managers

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Authoritarian-style leadership

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Democratic-style leadership

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Consultative management

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Pluralism

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Theories of management

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Conclusion

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A positive self-image

Ability to get to the « core » of a problem Vision and commitment to find radical solutions

Common Characteristics

Expertise in particular fields and well read in everything else

Intelligent and articulate

Creative and Innovative

Ability to sense change and to adapt

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Top-level executives: n

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Middle Managers: n

Types of Managers n

CEO, President, Chairperson, Chief Operating officer, GM, etc.

Sales manager, accounting manager, HR manager, etc.

Supervisors n

Foreman, team leader, overseer n

No hire and fire authority

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No budget authority

+ Prerequisites of a Manager

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sensitivity, psychological qualities and communication skills

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Leadership Skills

According to McKinsey, “The essential set of skills for a senior executive are: n character and integrity n the ability to think strategically n the ability to communicate and persuade n decisiveness and thoroughness in execution…” (McKinsey & Company)

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Management Styles

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Authoritarian-style leadership

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Democratic-style leadership n

Consultative

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Persuasive

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Pluralism

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Paternalistic

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Laissez-faire

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Team-based leadership

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The task The tradition of the organization The type of labor force

Factors affecting leadership styles and approaches

The group size The leader’s personality Group personality Situation Environment

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The Classical School 19th Century – (Early 20th Century) Frederick Taylor and Taylorism

The Behavioral School (1930s)

Statistical Techniques (1940s)

Theories of Management

Science of operations research

Applied Management (Mid 1940s) – Alfred Sloan

Quantitative School and the Systems Theory (1960s)

Theory X and Theory Y (Douglas McGregor)

Contingency or Situational Approach (late 20th Century)

+ Theory X and Theory Y by Douglas McGregor Theory X

Theory Y

Workers are motivated by money

Workers have many different needs which motivate them

Workers are lazy and dislike Work

Workers can enjoy work

Workers are selfish, ignore If motivated, workers can the needs of organisations, organise themselves and avoid responsibility and lack take responsibility ambition Workers need to be controlled and directed by management

Management should create a situation where workers can show creativity and apply their job knowledge

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Contingency or Situational Approach

Pragmatism

6 specific areas or separate branches of management:

The use of the better aspects of each theory in a pragmatic way depending on contexts and situations

Human resource management Operations (or production) management Strategic management, Marketing management Financial management Information technology management.

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Introduction Line Organization Line and Staff Organization

Section 4 The Internal Organization of a Business

Functional Organization Divisional Organization Matrix Organization Conclusion

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Line organization A line organization is an internal business structure in which every employee is a member of a direct chain of command. Each department or division is relatively independent of other departments and has its own role. Every person is directly responsible (answers) to a single supervisor and is therefore more accountable for his actions. Advantages

Easy to maintain discipline Very simple

Drawbacks

Inadequate for lar...