Started at Pepsi after earning masters degrees from the Indian School of Management and Yale.
Goal was to increase sales overseas, introduce good-for-you products and place more emphasis on food.
She is a top manager using a boss-centered leadership style while still being a team player.
AMERICA’S MOST POWERFUL FEMALE MANAGERS * * Source: Fortune Magazine, www.fortune.com , October 13, 2008. Profile 7- Name Organization Age Indra Nooyi PepsiCo 52 Irene Rosenfeld Kraft Foods 55 Pat Woertz Archer Daniel Midland 55 Anne Mulcahy Xerox 55 Angela Braly Wellpoint 47 Andrea Jung Avon 50 Susan Arnold Proctor & Gamble 54 Oprah Winfrey Harpo 54 Brenda Barnes Sara Lee 54 Ursula Burns Xerox 50
WHAT IS MANAGEMENT? * * Four Functions of Management
Management -- The process used to accomplish organizational goals through planning, organizing, leading and controlling people and other organizational resources.
TODAY’S MANAGERS * * Managers’ Roles Are Evolving
Younger and more progressive.
Growing numbers of women.
Fewer from elite universities.
Emphasis is on teams and team building.
Managers need to be skilled communicators and team players.
RESPECT and HOW to GET IT * * Source: Entrepreneur, www.entrepreneur.com , March 2009. Managers’ Roles Are Evolving LG1 7-
The BEST MANAGERS * * Source: BusinessWeek, www.businessweek.com , January 19, 2009. Managers’ Roles Are Evolving LG1 7- Name Age Organization David Axelrod 53 Obama Campaign Frank Blake 59 Home Depot Jamie Dimon 52 JPMorgan Larry Ellison 64 Oracle Takeo Fukui 64 Honda Mark Hurd 53 Hewlett-Packard Satoru Iwata 49 Nintendo Peter Loscher 51 Siemens Irene Rosenfeld 55 Kraft Foods
The WORST MANAGERS * * Source: BusinessWeek, www.businessweek.com , January 19, 2009. Managers’ Roles Are Evolving LG1 7- Name Organization What Went Wrong James Cayne Bear Stearns Played golf and bridge while the company collapsed. Richard Fuld Lehman Brothers Ignored warning signs and rewarded greed. Kerry Killinger Washington Mutual Bad lending standards led to bankruptcy. Philip Schoonover Circuit City Fired 3,400 experienced employees for cheaper replacements.
FOUR FUNCTIONS of MANAGEMENT * * Four Functions of Management
WE NEED MANAGERS HERE (Reaching Beyond Our Borders) * *
The lack of professional managers is keeping U.S. companies from expanding rapidly in global markets.
Flexibility is the key to successfully expanding abroad.
Developing products to appeal to another market is another way to be successful.
SHARING the VISION * * Planning & Decision Making
Broad explanation of why the organization exists and where it’s trying to go (futuristic).
DEFINING THE MISSION * * Planning & Decision Making
Mission Statement –
Outlines organization’s fundamental purposes .
The organization’s self–concept.
Long–term survival needs.
Nature of the product or service.
SETTING GOALS and OBJECTIVES * * Planning & Decision Making
Broad, long-term accomplishments an organization wishes to attain.
Specific, short-term statements detailing how to achieve goals.
PLANNING ANSWERS FUNDAMENTAL QUESTIONS * * Planning & Decision Making
What is the situation now?
SWOT Analysis -- Analyzes the organization’s S trengths, W eaknesses, O pportunities and T hreats.
How can we get to our goal from here?
SWOT MATRIX * * Planning & Decision Making LG3 7-
WalMart SWOT Analysis 7- Disclaimer: This case study has been compiled from information freely available from public sources. It is merely intended to be used for educational purposes only.
powerful retail brand
reputation for value for money, convenience and wide range of products
core competence involving its use of information technology to support its international logistics system.
acquire, merge with, or form strategic alliances with other global retailers
continue with its current strategy of large, super centers.
huge span of control – makes it difficult to enforce its philosophy.
may not have the flexibility of some of its more focused competitors.
Although global, it has a presence in relatively few countries worldwide.
prime target of competition, locally and globally.
exposure to political problems in the countries that you operate in.
Intense price competition is a threat.
PLANNING FUNCTIONS * * Planning & Decision Making LG3 7-
PROBLEM SOLVING * * Decision Making: Finding the Best Alternative
Problem Solving –
Solving everyday problems that occur; less formal than decision making and needs quicker action.
Problem-solving Techniques --
Brainstorming and PMI –
List all pluses for a solution in one column, all minuses in another and implications in a third.
ORGANIZATIONAL CHARTS * * Organizing: Creating a Unified System
Organization Chart -- V isual device that shows relationships among people and divides the organization’s work; it shows who reports to whom.
LEVELS of MANAGEMENT * * Organizing: Creating a Unified System LG4 7-
MANAGEMENT LEVELS * * Organizing: Creating a Unified System
Top Management –
Highest level, consists of the president and other key company executives who develop strategic plans.
Middle Management –
General managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling.
Supervisory Management –
Directly responsible for supervising workers and evaluating daily performance.
TOP MANAGEMENT * * Organizing: Creating a Unified System
Chief Executive Officer (CEO)
Introduces change into an organization.
Chief Operating Officer (COO)
Implements CEO’s changes.
Chief Financial Officer (CFO)
Obtains funds, plans budgets, collects funds, etc.
Chief Information Officer (CIO)
Gets the right information to the right people so decisions can be made.
MANAGERIAL SKILLS * *
Technical Skills -- The ability to perform tasks in a specific discipline or department.
Tasks and Skills at Different Levels of Management LG4
Human Relations Skills -- Skills that involve communication and motivation ; they enable managers to work through and with people.
Conceptual Skills -- Skills that involve the ability to picture the organization as a whole and the relationship among its various parts.
SKILLS NEEDED at VARIOUS LEVELS of MANAGEMENT * * Tasks and Skills at Different Levels of Management LG4 7-
LEADERSHIP * * Leading: Providing Continuous Vision and Values.
Communicate a vision and rally others around that vision.
Establish corporate values .
Promote corporate ethics .
Embrace change .
Stress accountability and responsibility.
LEADERSHIP STYLES * * Leadership Styles
Autocratic Leadership – “Self” Making managerial decisions without consulting others.
Participative or Democratic Leadership – “Others” Managers and employees work together to make decisions.
Free-Rein Leadership – “Laissez-faire” Managers set objectives; employees are free to do whatever is appropriate to accomplish those objectives.
VARIOUS LEADERSHIP STYLES * * Leadership Styles LG5 7-
EMPOWERMENT and ENABLING * * Empowering Workers
Empowerment -- Progressive leaders give employees authority to make decisions on their own without consulting a manager.
Customer needs are handled quickly.
Manager’s role becomes less of a boss and more of a coach .
Enabling -- Giving workers the education and tools they need to make decisions.
WORK SMARTER How to Ease Pressure on Workers * * Source: BusinessWeek, www.businessweek.com .
Manage output instead of hours.
Train workers to be ready for a more complex corporate structure.
Allow lower-level managers to make decisions.
Use new technology to foster teamwork.
Shift hiring emphasis to collaboration.
Empowering Workers LG5 7-
MANAGING KNOWLEDGE * * Managing Knowledge
Knowledge Management -- Finding the right information, keeping the information in a readily accessible place and making the information known to every one in the firm.
FIVE STEPS of CONTROLLING * * Controlling: Making Sure it Works LG6 7-
ARE YOU a MICROMANAGER? * * Source: CFO Magazine, www.cfo.com .
Do you have strategic initiatives that you have not addressed?
Do you often check on employees for quality control?
Do you often check on subordinates throughout the day?
Do you rarely take vacations?
Is there a lot of turnover?
Controlling: Making Sure it Works LG6 7-
MEASURING SUCCESS * * A Key Criterion for Measurement: Customer Satisfaction
Traditional forms of measuring success are financial.
Pleasing employees, stakeholders and customers (both internal and external) are important.
External Customers -- Dealers, who buy products to sell to others, and ultimate customers (or end users), who buy products for their own use.
Internal Customers -- Individuals and units within the firm that receive services from other individuals or units.
PROGRESS ASSESSMENT * * Progress Assessment
What’s the difference between goals and objectives?
What does a company analyze when it does a SWOT analysis?
What are the differences between strategic, tactical and operational planning?
What are the seven Ds in decision making?
STAFFING * * Staffing: Getting and Keeping the Right People
Staffing -- Recruiting, hiring, motivating and retaining the best people available to accomplish the company’s objectives.
Recruiting good employees is critical.
Many people are not willing to work at companies unless they are treated well with fair pay.
LAYOFF LEADERS Largest Layoff Announcements, 1993 to 2008 * * Source: Businessweek, www.businessweek.com , December 1, 2008. Staffing: Getting and Keeping the Right People LG4 7- Company Employees Date IBM 60,000 July 1993 Citigroup 53,000 November 2008 Sears Roebuck 50,000 January 1993 U.S. Air Force 40,000 December 2005 Ford 35,000 January 2002 Kmart 35,000 January 2003 Boeing 31,000 September 2001 U.S. Postal Service 29,870 January 2002 Boeing 28,000 December 1998 DaimlerChrysler 26,000 January 2001
ACCOUNTABILITY through TRANSPARENCY * * Leading: Providing Continuous Vision and Values.
Transparency -- The presentation of the company’s facts and figures in a way that is clear and apparent to all stakeholders.
To SHARE or NOT to SHARE (Making Ethical Decisions) * * As a first-line manager, you have new information that your department head hasn’t seen yet. The findings of the report indicate your manager’s plans should fail. If they do fail, you could be promoted. Will you give your department head the report? What is the ethical thing to do? What might be the consequences? 7-
NATURAL BORN LEADERS? Four Types of Executives * * Source: CIO Magazine, www.cio.com . Leadership Styles LG5 7- Rationalists Humanists Politicists Culturists
PROGRESS ASSESSMENT * * Progress Assessment
How does enabling help achieve empowerment?
What are the five steps in the control process?
What’s the difference between internal and external customers?
I’D RATHER be BLUE (Spotlight on Small Business) * *
The original “Blue Men” manage over 500 employees; 70 are performers in 12 cities.
Creators wrote a 132-page Blue Man manual helping them understand the importance of managing growth.