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.
7. Compliance management.
8. Entrepreneurial venture. An organization that pursues opportunities, and characterized by innovative practices, and have growth and profitability as their main goals.
   • Licensing. An organization gives another organization the right to make or sell its products using its technology or product specifications.
   • Franchising. An organization gives another organization the right to use its name and operating methods.
   • Strategic alliance. A partnership between an organization and foreign company partner(s) in which both share resources and knowledge in developing new products or building production facilities.
   • Joint venture. A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose.
9. Corporate social responsibility. An organization's self-regulated actions to benefit society or the environment beyond what is required by law.

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.

Instruments

1. Legal entity. Any entity such as an legally-adult individual or a corporation to which the law grants property rights and responsibilities. Particularly, the rights include capacity to buy and sell, enter into agreements or contracts, assume obligations, incur and pay debts, sue and be sued, as well as be held responsible for its actions.
   • 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.
   • Self-employment. Individuals who work for profit or fees in their own business, profession, trade, or farm.
   • General partnership. A form of legal organization in which two or more business owners share the management and risk of the business.
   • Limited liability partnership. A form of legal organization in which consisting of general partner(s) and limited liability partner(s).
2. Limited liability company. A form of legal organization that's a hybrid between a partnership and a corporation.
   • Operating agreement. The document that outlines the provisions governing the way a limited liability company will conduct business.
3. Corporation. A legal business entity that is separate from its owners and managers.
   • Closely held corporation. A corporation owned by a limited number of people who do not trade the stock publicly.
   • Initial public offering. The first public registration and sale of a company's stock.
   • S corporation. A specialized type of corporation that has the regular characteristics of a C corporation, but is unique in that the owners are taxed as a partnership as long as certain criteria are met.
   • Global company. A multinational corporation that centralizes management and other decisions in the home country.
   • Foreign subsidiary. Directly investing in a foreign country by setting up a separate and independent production facility or office.
   • Multinational corporation. A broad term that refers to any and all types of international companies that maintain operations in multiple countries.
   • Multidomestic corporation. A multinational corporation that decentralizes management and other decisions to the local country.
   • Transnational organization (or borderless organization). A multinational corporation in which artificial geographical barriers are eliminated.

Practices

The successor lecture is Data Gathering Quarter.