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1
MANAGEMENT
• Definition. Pg 8– A process– Use of resources– A goal or goals– With other functions and people 14– Continuous innovations and improvement 22– Managing strategically 7
• Modern Trends 5-6– Dynamic change– Technology– Globalization– Diversity of workers and markets
2
MANAGEMENTWhat managers do
1. Achieving Objectives/Goals2. Functions of Management 25
3. Various roles managers play 26
4. Efficient Use of Resources (see later slide)
5. Skills managers need 32
3
Function of Management(Process of Management)
25
Planning
Organizing
Directing/ Leading
Control
4
Managerial RolesMintzberg 26
• Interpersonal roles– Figurehead, Leader, Liaison
• Informational roles– Monitor, Disseminator, Spokesperson
• Decisional Roles– Entrepreneur, Disturbance Handler, resource Allocator, Negotiator
• Do roles vary across levels of managers ? Across industries? In manufacturing and services ? In different countries ?
5
Two Measures of Managerial Work
• Effectiveness: Achieving objectives, goals
• Efficiency: Managing resources
OUTPUT INPUT
(OM chapters will call this Productivity)
6
Efficiency
Team A Team B Target
Tickets
Sold
200 150 250
$ Spent 100 50
Efficiency 200/100 150/50
7
Levels of Management
TOP
MIDDLE
FIRST
LEVEL
Planning
Horizon
Long
Medium
Short
Planning
Type
Strategic
Tactical
Operational
Skills (32)
Conceptional
Human
Technical
8
Introduction to Operations ManagementK pg. 188
• Production of products or services 190• Using processes 190, • The process view of the organization 191
– Adding value. Value chain 197
– Core and support processes
• Manufacturing v. Services 193
• Trends: Productivity and quality improvement, 199; global competition, technology, ethical-environmental-
diversity issues
9
OPERATIONS MANAGEMENT
• What operations managers do– Setting objectives (also called “competitive
priorities”)
Then, – Planning operations– Organizing activities and resources– Directing/Leading workers– Operations control (monitoring)
10
Social Responsibility and EthicsM Chapter 5
• Difference 161– Ethics: morality and standards of business conduct– SR: organizations obligations to shareholders, employees,
customers, society
• Overlapping: Spectrum of SR includes ethical responsibility– SR: Economic, Legal, Ethical, Discretionary– Efficiency and SR perspectives 172
• Relevance to managers 45– Increased concern, Increase in enforcement, Corporate and
director liability, Customer preferences, Employee morale
11
Social Responsibility and Ethics
• What organization do:– Leadership, compliance officers 169
– Code of ethics/Standards of Conduct 164; Policies; Values Statements
– Structures: compliance committees
– Rewards (whistle-blowing) and punishments 168
– Training 167
– Self reporting
12
PlanningM Chapter 8
• Why is planning important ?– Legitimacy, Source for motivation/commitment, Guides to
action/decisions, Performance standards• Organizational levels 273
– Corporate, Business, Functional• Type of plans by level 270
– Strategic, Tactical, Operational• Setting objectives 279
– Principles 288 MBO 291• Planning Process 275
– Analyze environment incl. Forecasting, Set objectives, Determine requirements, Assess resource availabilities, Develop action plans, Implement action plans, Monitor.
13
Strategic ManagementM Chapter 6
• Why do SM ? – To gain competitive advantage 194– Characteristics of a competitive advantage 194-
• SM Process 197– Environmental analysis
• External Environment; Internal Environment
– Strategy Formulation• Mission and LT objectives, Situation analysis, Corporate-business-
functional strategies
– Strategy Implementation• Policies, Action Plans (Programs), Budgets
– Evaluation and Control
14
STRATEGIC MANAGEMENTFORMULATING STRATEGY
EXT. ENVT.
INT. ENVT.
MISSION
OBJECTIVES
SITUATION
ANALYSIS
STRATEGY
15
EXTERNAL ENVIRONMENT204
• ECONOMY• POLITICAL-LEGAL• SOCIO-CULTURAL• TECHNOLOGY• GLOBAL/INTERNATIONAL• COMPETITION• CUSTOMERS• SUPPLIERS
16
INTERNAL ENVIRONMENT205
• Value Chain/Resource based approach– Functional area resources 205-
• Core competencies 209 • Organization structure
– Dividing work, Authority & Responsibility, Information flow, decision making
• Corporate culture– social responsibility and ethics, integration and
intensity of competitive priorities
17
Mission and LT Objectives
• Mission 198-– Mission statements. Purpose. Content– Compare with Vision and Values Statements
• LT (Strategic ) Objectives 199
18
Integrating Internal and External Analysis(Situation Analysis)
1. SWOT ANALYSIS 214
2. PORTFOLIO ANALYSIS 211
3. INDUSTRY/ COMPETITION ANALYSIS
4. PRODUCT LIFE CYCLE ANALYSIS 209
19
ALTERNATIVE STRATEGIES BY LEVEL
CORPORATE LEVEL(GRAND)
GROWTH STABILITY RETIREMENT
BUSINESS LEVEL: 200
COST LEADERSHIP DIFFERENTIATION
FOCUS
FUNCTIONAL LEVEL:
OPERATIONAL STRATEGY
Generic strategies for competitive advantage. Also called“Competitive Priorities”: Cost/Price, Quality, Availability/ Dependability/Service/Speed, Flexibility/Variety
20
GROWTH STRATEGIES
CONCENTRATION
DIVERSIFICATION
VERTICAL INTEGRATION
ACQUISITIONS & MERGERS
21
OPERATIONS STRATEGY(Class discussion, later in an OM
chapter )PRODUCTS/SERVICES
PROCESS
TECHNOLOGY
QUALITY
WORK FORCE
FACILITIES
SUPPLIERS/VERTICAL INTEGRATION
22
STRATEGY IMPLEMENTATION
POLICIES & PROCEDURES
PROGRAMS
BUDGETS 287
23
MANAGEMENT CONTROLM Chapter 16
• Definition 568• Meaning – monitoring• Basic Process 570
– Establish standards, measure performance, compare and analyze, corrective action if necessary
• Scope of Control in an Organization– Strategic, tactical, operational controls 577– Operational Controls: Preliminary, concurrent, feedback controls
589– Examples: budgetary control, quality control, process control, HR
measures 580-• Principles of effective control 590
– Focus, amount, quality of information, flexibility, timeliness