5 management levels
Upcoming SlideShare
Loading in...5
×
 

5 management levels

on

  • 240 views

 

Statistics

Views

Total Views
240
Views on SlideShare
240
Embed Views
0

Actions

Likes
0
Downloads
6
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    5 management levels 5 management levels Presentation Transcript

    • Makerere University Business School Strategic Management Course MANAGEMENT LEVELS, DECISIONS & SKILLS 24/09/13 13:22 A.N.S- nsserwanga@yahoo.com 1
    • Management Levels • Corporate level – organisation peak –Board of directors –Parent Company • Business level (business unit level) –Strategic business unit is a unit in the organisation which is sufficiently autonomous for it to have a strategy which could be distinct from other units if this were desirable. 24/09/13 13:22 ABAHO ERNEST 2
    • Management levels - ctd • Functional level e.g – Production – Marketing – Finance – Research and development – Human resources and administration • Operational level – Subsections e.g a production line 24/09/13 13:22 ABAHO ERNEST 3
    • Board of Directors • Has ultimate legal authority • Responsible to shareholders for: • Ensuring management continuity • Protecting resources • Prudent actions in relation to corporate objectives • Approving major Financial and operational decisions of managers. • Maintaining, revising and enforcing corporate charter and by-laws. 24/09/13 13:22 ABAHO ERNEST 4
    • Board membership • Membership requirements – Knowledge of some functions e.g operations – Business acumen – Industry perspective • “Inside board” – comprised of top managers – Traditional – Risk of ratifying their own decisions • “Outside board members” – Stakeholders in shareholders interests – Represent minority group 24/09/13 13:22 ABAHO ERNEST 5
    • Board membership - ctd • Now increasingly active due to: • Increasing charges on directors for failure • Legislation in some countries • Increase in audit requirements • Director jobs are increasingly becoming un- attractive because of accountability. 24/09/13 13:22 ABAHO ERNEST 6
    • The General Manager • GMs are key players in strategic management • Executives at enterprise pinnacle or SBUs • Responsible for survival and success • Common titles: – Chairman (of the board) – President (or Senior VP, Exec. VP, VP) – Managing Director – Chief Executive Officer – General manager 24/09/13 13:22 ABAHO ERNEST 7
    • GMs Skill requirements • More conceptual skills • Organisational skills • Analytical skills • Design & planning skills • Critical thinking skills • Human relations & interpersonal skills • General skills rather than specialised skills • Less need for technical abilities 24/09/13 13:22 ABAHO ERNEST 8
    • GM Roles – Mintzberg’s List Interpersonal roles • Symbolic figure head of the organisation • Ceremonial duties – legal or social • Staffing, training and motivating Informational roles • Disseminator to outsiders & insiders • Spokesperson • Monotor – reads reports, makes tours, observes meetings seeking information 24/09/13 13:22 ABAHO ERNEST 9
    • Roles Continued Decision roles: • Entrepreneur – strategic functions to start projects • Disturbance handler – Correct problems – Solve crises • Resource “allocator” – Authorise budgets – Approve allocation requests for • Human resources, Monetary resources, Material resources • Negotiator- signs contracts with – Trade unions – Big suppliers – Big customers24/09/13 13:22 ABAHO ERNEST 10
    • GM roles – non strategic • Have other work, day to day • Tend to get trapped in these jobs – Because of short term results • Less emphasis on strategic roles leads to lack of innovation 24/09/13 13:22 ABAHO ERNEST 11
    • Business Level • Strategic business unit managers • Corporate planners • Consultants Roles • SBU executives may set strategies for their units / businesses • Roles are generally similar to top level managers but for their units • Create multiple strategies on a contingency basis 24/09/13 13:22 ABAHO ERNEST 12
    • SBU Executive skills • Entrepreneurial skills – Develop new ventures • Detailed planning skills • Expertise in strategic planning • They share skill requirements with top level managers 24/09/13 13:22 ABAHO ERNEST 13
    • Middle / Tactical/ Functional level Roles • Receive from top – policies, goals • Interpret for subordinates for action • Policy implementers • Take un-structured tactical decisions • Structure them, guide lower levels for implementation • Examples of tactical decisions – Customers (in general) to be given credit – Products / services for specific markets 24/09/13 13:22 ABAHO ERNEST 14
    • Functional level skill requirements More inter-personal skills such as • Assertiveness • Conflict management • Facilitation and meeting • Negotiation • Motivation & influencing skills • Mentoring / coaching • Networking 24/09/13 13:22 ABAHO ERNEST 15
    • Supervisory / Operational Level • Doers, managers who actually supervise the work • Direct, control the work • Provide main contact between management and workers • Take structured / programmed decisions • Decisions at this level 24/09/13 13:22 ABAHO ERNEST 16
    • Operational decisions - examples • Assigning operational tasks • Allocating equipment, tools for use • Deciding which suppliers to be on the approved list • Scheduling reporting time • Approving leave • Determining inventory re-order levels 24/09/13 13:22 ABAHO ERNEST 17
    • Operational level skills requirements • Technical skills • Inter-personal skills • Skills of other (higher levels) but of less importance 24/09/13 13:22 ABAHO ERNEST 18