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.

Corporate strategy. An organizational strategy that determines what businesses a company is in or wants to be in, and what it wants to do with those businesses.
- Growth strategy. A corporate strategy that's used when an organization wants to expand the number of markets served or products offered, either through its current business(es) or through new business(es).
- Innovation strategy. A strategy that emphasizes the introduction of major new products and services.
- Stability strategy. A corporate strategy in which an organization continues to do what it is currently doing.
- Cost-minimization strategy. A strategy that emphasizes tight cost controls, avoidance of unnecessary innovation or marketing expenses, and price cutting.
- Imitation strategy. A strategy that seeks to move into new products or new markets only after their viability has already been proven.
- Renewal strategy. A corporate strategy designed to address declining performance.
- Functional strategy. A strategy used by an organization's various functional departments to support the competitive strategy.
- Harvesting. Exiting a venture when an entrepreneur hopes to capitalize financially on the investment in the future.

- Vision statement. A formal articulation of an organization's vision or mission.

Learning. Any relatively permanent change in behavior that occurs as a result of experience.
Policy. A guideline for making decisions.
Incremental budgeting. Process starting with the current budget from which managers decide whether they need additional resources and the justification for requesting it.
Idea management.
Lessons learned. The learning gained from the process of performing the project. Lessons learned may be identified at any point. Also considered a project record.

Skunk works. A small group within a large organization, given a high degree of autonomy and unhampered by corporate bureaucracy, whose mission is to develop a project primarily for the sake of radical innovation.

Marketing management.
Business development.
Social screening. Approving social criteria (screens) to investment decisions.
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.
Strategic management process. A six-step process that encompasses strategic planning, implementation, and evaluation.
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.
Balanced scorecard. A performance measurement tool that looks as more than just the financial perspective.
Outcome. A key factor that is affected by some other variables.
Performance. The end result of an activity.

- Management. The process or activity of dealing with or controlling things or people.

Value chain management. The process of managing the sequence of activities and information along the entire value chain.