Managers, careers, changing enviro
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Management sample

Management sample

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Managers, careers, changing enviro Presentation Transcript

  • 1. The Functions Of Management
    • Management
      • the process of working with people and resources to accomplish organizational goals
      • good managers must be:
        • effective - achieve organizational goals
        • efficient - achieve goals with minimum waste of resources
      • there are timeless principles of management
        • still important for making managers and companies great
        • must add fresh thinking and new approaches
  • 2. The Functions Of Management (cont.)
    • The manager who does not devote adequate attention and resources to all four functions will fail
    Planning Leading Controlling Organizing
  • 3. The Functions Of Management (cont.)
    • Planning
      • specifying the goals to be achieved and deciding in advance the appropriate actions taken to achieve those goals
      • delivering strategic value - planning function for the new era
        • a dynamic process in which the organization uses the brains of its members and of stakeholders to identify opportunities to maintain and increase competitive advantage
        • process intended to create more value for the customer
  • 4. The Functions Of Management (cont.)
    • Organizing
      • assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals
      • building a dynamic organization - organizing function for the new era
        • viewing people as the most valuable resource
        • the future requires building flexible organizations
  • 5. The Functions Of Management (cont.)
    • Leading
      • stimulating people to be high performers
      • in the new era, managers must be good at mobilizing people to contribute their ideas
    • Controlling
      • monitoring progress and implementing necessary changes
      • makes sure that goals are met
      • new technology makes it possible to achieve more effective controls
      • for the future, will have to be able to monitor continuous learning and changing
  • 6. Management Levels
    • Top-level managers ( strategic managers )
      • senior executives responsible for the overall management and effectiveness of the organization
      • focus on long-term issues
      • emphasize the survival, growth, and effectiveness of the firm
      • concerned with the interaction between the organization and its external environment
      • titles include Chief Executive Officer (CEO), Chief Operating Officer (COO), company presidents and vice presidents
  • 7. Management Levels (cont.)
    • Middle-level managers ( tactical managers )
      • located between top-level and frontline managers in the organizational hierarchy
      • responsible for translating strategic goals and plans into more specific objectives and activities
      • traditional role was that of an administrative controller who bridged the gap between higher and lower levels
      • provide operating skills and practical problem solving the keep the company working
  • 8. Management Levels (cont.)
    • Frontline managers ( operational managers )
      • lower-level managers who supervise the operational activities of the organization
      • directly involved with nonmanagement employees
      • increasingly being called on to be innovative and entrepreneurial
      • titles include supervisor or sales manager
    • Working leaders with broad responsibilities
      • in small firms and large firms that have adapted to the times, managers have strategic, tactical, and operational responsibilities
  • 9. Transformation of Frontline Management Roles and Tasks
    • From operational implementers to aggressive
    • entrepreneurs
    • Driving business performance by focusing on
    • productivity, innovation and growth within frontline
    • units
    • Creating and pursuing new opportunities for the
    • business
    • Attracting and developing resources and
    • competencies
    • Managing continuous performance improvement
    • within the unit
    Changing roles Primary value Key activities
  • 10. Transformation of Middle-Level Management Roles and Tasks
    • From administrative controllers to supportive
    • coaches
    • Providing the support and coordination to bring
    • large company advantage to the independent
    • frontline units
    • Developing individuals and supporting their
    • activities
    • Linking dispersed knowledge, skills, and best
    • practices across units
    • Managing the tension between short-term
    • performance and long-term ambition
    Changing roles Primary value Key activities
  • 11. Transformation of Top-Level Management Roles and Tasks
    • From resource allocators to institutional leaders
    • Creating and embedding a sense of direction,
    • commitment and challenge to people throughout
    • the organization
    • Challenging embedded assumptions while
    • establishing a stretching opportunity horizon and
    • and performance standards
    • Institutionalizing a set of norms and values to
    • support cooperation and trust
    • Creating an overarching corporate purpose and
    • ambition
    Changing roles Primary value Key activities
  • 12. You And Your Career
    • Jobs are no longer as secure for managers as they used to be
      • organizations still try to develop and retain good employees
      • employee loyalty and commitment are still important
    • Companies offering “employability” to workers tend to be more successful
      • provide training and other learning experiences
      • employees perform work with greater responsibility
  • 13.
    • Be both a specialist and generalist
      • specialist - expert in something
        • provide concrete, identifiable value to the firm
      • generalist - knowing about a variety of business functions so that you can understand work with different perspectives
    • Be self-reliant
      • take responsibility for yourself, your actions, and your career regardless of where you work
      • think and act like an entrepreneur
        • look for opportunities to contribute in new ways
        • generate constructive change
    You And Your Career (cont.)
  • 14. You And Your Career (cont.)
    • Be connected
      • establish many good working relationships
      • be a team player with strong interpersonal skills
      • all business is a function of human relationships
        • competitive advantage depends upon you and other people
  • 15. Keys to Career Management 1. Think of yourself as a business. 2. Define your product: What is your area of expertise? 3. Know your target market: To whom are you going to sell this? 4. Be clear on why your customer buys from you. What is your “ value proposition” - what are you offering that causes him to use you? 5. As in any business, strive for quality and customer satisfaction, even if your customer is just someone else in your organization - like your boss. 6. Know your profession or field and what’s going on there. 7. Invest in your own growth and development, the way a company invests in research and development. What new products will you be able to provide? 8. Be willing to consider changing your career.
  • 16.
    • Actively manage your relationship with your organization
      • two ways to think about the nature of the relationships between you and your employer
        • view yourself as an employee
          • model for just getting by
          • contributions likely to be minimal
        • two-way, mutually-beneficial exchange relationship
          • think about how you can contribute and act accordingly
            • figure out new ways to add value
          • organization likely provide full and fair rewards, support further personal development, and offer more gratifying work environment
    You And Your Career (cont.)
  • 17. Two Relationships: Which Will You Choose? # 2 You as an active contributor in a productive relationship You Your Organization #1 You as a passive employee Employer You
  • 18.
    • Survive and thrive
      • be prepared to move from project to project, team to team
      • be a master at something that the world values
      • develop a strong network of colleagues who can help with current and future projects
      • have entrepreneurial skills that help you act as if you were running your own business
      • love technology
      • market yourself
      • be willing to constantly improve and even reinvent yourself
    You And Your Career (cont.)