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Rekabetçi yönetim modelleri ve endüstriyel rekabet modeli uygulaması

Competitive managerial models and industrial application of competitive model

  1. Tez No: 46404
  2. Yazar: M.A. BERKE MENEKLİ
  3. Danışmanlar: DOÇ.DR. FÜSUN ÜLENGİN
  4. Tez Türü: Yüksek Lisans
  5. Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
  6. Anahtar Kelimeler: Belirtilmemiş.
  7. Yıl: 1995
  8. Dil: Türkçe
  9. Üniversite: İstanbul Teknik Üniversitesi
  10. Enstitü: Fen Bilimleri Enstitüsü
  11. Ana Bilim Dalı: Belirtilmemiş.
  12. Bilim Dalı: Belirtilmemiş.
  13. Sayfa Sayısı: 68

Özet

ÖZET Rekabetçi yönetim modellerini incelediğimiz bu tezimizde, organizasyonların yapılarının tarih boyunca geçirdikleri değişimleri inceledik. Bu değişimlerin, sebeplerinin, ekonomik hayatın ilerlemesi ile ilgili olduğunu gördük. Çağlar boyunca tekel olmaya alışmış kuruluşların ve tekellerden satınalmaya alışmış tüketicilerin geçirdikleri kabuk değişimini inceledik. Günümüze yaklaştaştıkça, müşterilerin isteklerinin giderek önem kazanmaya başladığını, bunun sebebinin de, tüm üreticilerin, bilginin paylaşımının artmasından dolayı aynı kalite seviyesinde imalat yapabilmeye başlamaları olduğunu gördük. Daha sonra, piyasalarda rekabet eden firmaların birbirlerine göre rekabet güçlerini ölçmenin gerekliliğini ve bu ölçümün yapılmasında kullanılan teknikleri gördük. Aynı yöntemlerin ulusların rekabet güçlerini belirlemek için de belli farklılıklarla kullanılabileceğini, ve bu inceleme sonucunda elde edilen bilgilerin yapısını, ve ülkelerin bu bilgilerden nasıl yararlanabileceğini gördük. Dünya ekonomik forumu tarafından hazırlanan dünya rekabet raporunda, tüm ülkelerin gönüllü katılımı ile hazırlanan bir veri tabanından tüm ülkeler yararlanabilir, ve stratejilerini buna göre geliştirebilirler. Bu durum, körlemesine strateji geliştirmekten çok daha verimli sonuçlara yol açabilir. Eski çağlardaki öldüresiye rekabetin bilişim teknolojisinin gelişmesi sonucu, tüm kartların açık oynandığı bir oyuna giderek daha fazla benzemesi; yakın zamanlarda, ülkelerin yanısıra kuruluşların da verilerinin açıkça bulunabileceği fikrini uyandırmaktadır. Global piyasalarda rekabet eden şirketlerin, rakiplerine görece durumlarını görmeleri amacıyla, tüm firmaların güvenebileceği tarafsız derecelendirme kuruluşlarının bu tür rekabet seviyesi belirleme çalışmaları yapmaları; firmaların her birinin eksik bilgilerle bu tür çalışmalar yaparak masraflı olarak elde edilen yanlış sonuçlara ulaşmaları, ve buna göre yanlış yollar izleyerek hatalar yapmalarını engeller. Bazı kamu kuruluşları tarafından düzensiz aralıklarla yaptırılan bu tür çalışmalar yerine; özellikle Avrupa birliğine girmeye hazırlandığımız şu günlerde, daha organize çalışan bu tür bir değerlendirme ve yol gösterme enstitüsünün kurulması herkes için daha doğru olacaktır. vı

Özet (Çeviri)

SUMMARY COMPETITIVE MANAGERIAL MODELS AND INDUSTRIAL APPLICATION OF COMPETITIVE MODEL CHAPTER 1. FOREWORD In the very beginnings of the history of human being; they were only trying to rescue. Age by age, with the collection of human groups in order to be live easily; the concept of“role”became existed. Everyone in the group, tried to have the best fitted role for themselves. When more than one candidates started to fight for having the role the concept of“competition”became also existed. Very likely the human groups, also the history of organizations has the same phases. First a small group established the organization, and they hired only the employers when they need. Then, they learned the philosophy of planning, in order to maximize the production. Then the goal of maximize the production changed with the goal of maximize the profit. By developing the markets, and rising level of supply; the term maximization left its place to the term optimization. When era is closing to ours; the level of increased supply, has no longer enough for every producer to live this level of demand. Because by the evolution of customers level of culture, they began to select the maximum quality with the minimum price, actually; they began to find the optimum price/quality point. Organizations, in order to increase their market shares, increased the level of planning efforts. The consequences of this augmentation may be analyzed in the three subjects explained below;. Paralysis by analysis. In company resistance against of strategic planning. By the minimum level of relaxation of top management, damage of the plan After this identification of the concepts; first we explained the components of the competition. According to Michael E. Porter; there are five components of competition;. Existing competitors in industry. Substitute industries. Bargaining power of suppliers. Bargaining power of buyers. Threat of new entrants Thus, there are five player of this competition game. Potential competitors. Suppliers. Buyers. Substitute products/services. Existing companies Though these components are enough to explain the nature of the competition for a company only works in one business; but it is not enough to explain the competitive levels of companies which are operating in more than one business environments. Porter, after his researches in finding the competitive advantage of nations, has reached the classification of components of the competition. There are;. Factor conditions :Qualified level of workers, infrastructure. Demand Conditions: The nature of the demand in home country. Related and supported industries; The level of existence of the related or supported suppliers, which has international competitive power in the country.. Firm strategy, nature and competition; The conditions of the establishing, managing and competing of the companies in the country. CHAPTER 2. THE CALCULATION OF THE COMPETITIVE POWERIn order to calculate the competitive power of the organization, there are to points of views.,. The internal resources of the organization. The environmental resources The environmental resources are grouped in four;. Physical resources. Human resources. Financial resources. Intangible assets The internal resources of the organization, according to the Porter, are analyzed by the“Value Chain”analysis. By this analysis, there are two groups of activities in an organization: Basic activities, Supportive activities. Basic activities has five categories;. Inbound logistics. Operations. Outbound logistics. Sales and Marketing. Service Supportive activities are;. Procurement. Technology development. Human resource management. Infrastructure In every group of either basic or the supportive activities, there are three courses of action;. Direct. Indirect. Quality assurance (Assured the quality of the system) By clustering the activities with these frame, there are three points to be aware of;. They may be analyzed disjointedly by economic meaning. The higher potential effect of differentiation. Represent of the important of augmented part of the cost After the concept of the value chain started to use; other academicians add new sub concepts of this method. The most useful one of these sub-concepts is; the difference in. Natural value chain. Adopted value chain by Geringer. Geringer, assumes that every organization has two of them concurrently. The natural value chain identifies that, what an organization must perform for reaching its object. The adopted one, identifies that, How organization has to use its resources by reaching that object. After we finished this subject, shortly summarized the types of organizational structures, to help the reader has the best understanding in the late chapters. Then, we made a literal trip to compare the methods of identifying competitive power; and summarized the fourteen of them. CHAPTER 3. TECHNOLOGY AND COMPETITION In this chapter, we explained the effect of level of technology in organizations for competition. We glanced to R&D activities in organizations, and their effects; then defined the main concepts in R&D identification and establishing in companies. Then we depicted the relations with R&D activities and the augmentation in the market share, and we showed that, there is a high (69%) level of correlation between R&D and Growing. Then we searched the reasons in faults in R&D operations, and we saw that there are five common reasons;. Not to have a correct understanding the necessities of the business, and the suitable strategies.. To be short in sponsor, not to be able to found a sponsor to take all the risks. To be unsuccessful in completing the phases in planned periods.. Unexistance of a well suited project discipline and methodology. Overload of the main technical personnelThen we looked in the relations with the Competitive advantage and Information Technology. We saw in this looking, that, there is a very likely structure with the structure of the communication and the structure of competitive behavior. Then we explained the level of information in managerial levels, by explaining the office automation. CHAPTER 4. APPLICATION OF THE INDUSTRIAL COMPETITION MODEL We applied the model which is identified in chapter two, for evaluating the competitiveness levels of two construction companies which are operated in the same construction area; then we found the levels. But most importantly, we saw that, the model needs lots of information completion; and it is impossible to find the cost structure details of the rivalries always. So, we assumed that, this model is only be useful in governmental offices or in research companies. At last, this thesis, identifies the structure of competition in TURKEY, by explaining the differences with the countries which the philosophy of competition is developed. Than analyzed the models, by Turkish conditions.

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