Concept Management Quarter

Chief Execution Quarter (hereinafter, the Quarter) is the first of four lectures of Operations Quadrivium (hereinafter, the Quadrivium):

• The Quarter is designed to introduce its learners to enterprise discovery, or, in other words, to concepts related to obtaining data needed to administer the enterprise effort; and
• The Quadrivium examines concepts of administering various types of enterprises known as enterprise administration as a whole.

The Quadrivium is the first of seven modules of Septem Artes Administrativi, which is a course designed to introduce its learners to general concepts in business administration, management, and organizational behavior.

Outline

The predecessor lecture is Business Modeling Quarter.

Concepts

1. Enterprise administration. Practice and a set of concepts, based on that practice, that define culture of administering all enterprise efforts from identifying opportunities and up to getting of all enterprise outputs.
   • Administration. The process or activity of running a business, organization, etc. or the officials who executive that process or activity.
   • Management. The process or activity of dealing with or controlling things or people.
2. Strategic management. What managers do to develop the organization's strategies.
   • Top manager. A manager at or near the upper levels of the organizational structure who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.
   • Policy. A guideline for making decisions.
   • Strategic management process. A six-step process that encompasses strategic planning, implementation, and evaluation.
   • Real goal. A goal that an organization actually pursues, as defined by the actions of its members.
   • Stated goal. An official statement of what an organization says, and what it wants its various stakeholders to believe, its goals are.
   • Vision statement. A formal articulation of an organization's vision or mission.
   • Business plan. A written document that interprets the strategic plan for enterprise stakeholders, for instance, financial or governmental institutions with regard to a business opportunity and articulation of how the identified opportunity is to be seized and exploited.
3. Idea management.
4. Knowledge management.
   • Lessons learned. The learning gained from the process of performing the project. Lessons learned may be identified at any point.
   • Learning. Any relatively permanent change in behavior that occurs as a result of experience.
5. Value chain management. The process of managing the sequence of activities and information along the entire value chain.
   • Business development.
6. Performance management.
   • Performance. The end result of an activity.
   • Incremental budgeting. Process starting with the current budget from which managers decide whether they need additional resources and the justification for requesting it.
   • Balanced scorecard. A performance measurement tool that looks as more than just the financial perspective.

• Corporation. A legal business entity that is separate from its owners and managers.
• Corporate social responsibility. An organization's self-regulated actions to benefit society or the environment beyond what is required by law.
• Unity of command. The idea that a subordinate should have only one superior to whom he or she is directly responsible.
• Unity of command. The management principle that each person should report to only one manager.
• Traditional goal-setting. An approach to setting goals in which top managers set goals that then flow down through the organization and become subgoals for each organizational area.
• Closely held corporation. A corporation owned by a limited number of people who do not trade the stock publicly.
• Entrepreneurial venture. An organization that pursues opportunities, and characterized by innovative practices, and have growth and profitability as their main goals.
• Foreign subsidiary. Directly investing in a foreign country by setting up a separate and independent production facility or office.
• Franchising. An organization gives another organization the right to use its name and operating methods.
• General partnership. A form of legal organization in which two or more business owners share the management and risk of the business.
• Global company. A multinational corporation that centralizes management and other decisions in the home country.
• Initial public offering. The first public registration and sale of a company's stock.
• Joint venture. A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose.
• Limited liability company. A form of legal organization that's a hybrid between a partnership and a corporation.
• Limited liability partnership. A form of legal organization in which consisting of general partner(s) and limited liability partner(s).
• Licensing. An organization gives another organization the right to make or sell its products using its technology or product specifications.
• Multidomestic corporation. A multinational corporation that decentralizes management and other decisions to the local country.
• Multinational corporation. A broad term that refers to any and all types of international companies that maintain operations in multiple countries.
• Operating agreement. The document that outlines the provisions governing the way a limited liability company will conduct business.
• Sole proprietorship. A form of legal organization in which the owner maintains sole and complete control over the business and is personally liable for business debts.
• Open innovation. Opening up the search for new ideas beyond the organization's boundaries and allowing innovations to easily transfer inward and outward.

Methods

1. DADI (or DADI pattern). The enterprise development pattern that divides enterprise administration in four batches: Discovery (D), Analysis (A), Design (D), and Implementation (I). Although the batches tend to be both consecutive and complete, this statement is rarely true. Most frequently, Discovery can occur at any time and the newly discovered data re-starts the process.

The successor lecture is Data Gathering Quarter.