operation management

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ppt by nelson,thomas canada initiative

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operation management

  1. 1. Chapter 1 Management
  2. 2. What Would You Do? <ul><li>Mario had founded a small management consulting firm in Moncton. </li></ul><ul><li>Opportunities to help firms build and manage competitive intelligence were many. </li></ul><ul><li>What are the challenges Mario faces? </li></ul><ul><li>What should Mario do? </li></ul>
  3. 3. Learning Objectives: What is Management? <ul><li>After discussing this section you should be able to: </li></ul><ul><li>1. describe what management is. </li></ul><ul><li>2. explain the three functions of management. </li></ul>
  4. 4. Management is … <ul><li>Getting work done through others. </li></ul><ul><li>Managers are concerned with: </li></ul><ul><ul><li>efficiency </li></ul></ul><ul><ul><ul><li>getting work done with a minimum of effort, expense or waste. </li></ul></ul></ul><ul><ul><li>effectiveness </li></ul></ul><ul><ul><ul><li>accomplishing tasks that help fulfill organizational objectives. </li></ul></ul></ul>
  5. 5. Meta-analysis <ul><li>A study of studies. </li></ul><ul><li>A statistical approach that provides the best scientific estimate of how well management theories and practices work. </li></ul>
  6. 6. What Really Works Meta-Analysis
  7. 7. Management Functions <ul><li>“ Old” </li></ul><ul><li>Planning </li></ul><ul><li>Organizing </li></ul><ul><li>Leading </li></ul><ul><li>Controlling </li></ul><ul><li>“ New” </li></ul><ul><li>Making Things Happen </li></ul><ul><li>Meeting the Competition </li></ul><ul><li>Organizing People, Projects, and Processes </li></ul>
  8. 8. Making Things Happen <ul><li>Determining what you want to accomplish. </li></ul><ul><li>Planning how to achieve those goals. </li></ul><ul><li>Gathering and managing the information needed to make good decisions. </li></ul><ul><li>Controlling performance. </li></ul>
  9. 9. Meeting the Competition <ul><li>Consider the threat from international competitors. </li></ul><ul><li>Have a well-thought-out competitive strategy. </li></ul><ul><li>Be able to embrace change and foster new product and service ideas. </li></ul><ul><li>Structure their organizations to quickly adapt to changing customers and competitors. </li></ul>
  10. 10. Organizing People, Projects, and Processes <ul><li>Consideration of people issues. </li></ul><ul><li>Consideration of work processes. </li></ul>
  11. 11. Learning Objectives: What Do Managers Do? <ul><li>After discussing this section, you should be able to: </li></ul><ul><li>3. describe different kinds of managers. </li></ul><ul><li>4. explain the major roles and subroles that managers perform in their jobs. </li></ul>
  12. 12. Kinds of Managers <ul><li>Top Managers </li></ul><ul><li>Middle Managers </li></ul><ul><li>First-Line Managers </li></ul><ul><li>Team Leaders </li></ul>
  13. 13. Top Managers <ul><li>Responsible for: </li></ul><ul><li>Creating a context for change. </li></ul><ul><li>Developing attitudes of commitment and ownership in employees. </li></ul><ul><li>Creating a positive organizational culture through language and action. </li></ul><ul><li>Monitoring their business environments. </li></ul>
  14. 14. Middle Managers <ul><li>Responsible for: </li></ul><ul><li>Planning and allocating resources to meet objectives. </li></ul><ul><li>Coordinating and linking groups, department and divisions. </li></ul><ul><li>Monitoring and managing the performance of the subunits and individual managers who report to them. </li></ul><ul><li>Implementing the changes or strategies generated by top managers. </li></ul>
  15. 15. First-Line Managers <ul><li>Responsible for: </li></ul><ul><li>Managing the performance of entry-level employees. </li></ul><ul><li>Teaching entry-level employees how to do their jobs. </li></ul><ul><li>Making detailed schedules and operating plans on middle management’s intermediate range plans. </li></ul>
  16. 16. Team Leaders <ul><li>Responsible for: </li></ul><ul><li>Facilitating team performance. </li></ul><ul><li>Managing external relationships. </li></ul><ul><li>Internal team relationships. </li></ul>
  17. 17. Managerial Roles <ul><li>Interpersonal </li></ul><ul><li>figurehead </li></ul><ul><li>- leader </li></ul><ul><li>- liaison </li></ul><ul><li>Informational </li></ul><ul><li>monitor </li></ul><ul><li>disseminator </li></ul><ul><li>spokesperson </li></ul><ul><li>Decisional </li></ul><ul><li>entrepreneur </li></ul><ul><li>disturbance handler </li></ul><ul><li>resource allocator </li></ul><ul><li>negotiator </li></ul>Adapted from Exhibit 1.3
  18. 18. Learning Objectives: What Does It Take to Be a Manager? <ul><li>After discussing this section, you should be able to: </li></ul><ul><li>5. explain what companies look for in managers. </li></ul><ul><li>6. discuss the top mistakes that managers make in their jobs. </li></ul><ul><li>7. describe the transition that employees go through when they are promoted to management. </li></ul>
  19. 19. What Companies Look for in Managers <ul><li>Technical Skills </li></ul><ul><ul><li>Specialized knowledge </li></ul></ul><ul><li>Human Skill </li></ul><ul><ul><li>Ability to work with others </li></ul></ul><ul><li>Conceptual Skill </li></ul><ul><ul><li>Ability to see the whole organization </li></ul></ul><ul><li>Motivation to Manage </li></ul><ul><ul><li>A desire to be in charge </li></ul></ul>
  20. 20. Relative Importance of Managerial Skills to Different Managerial Jobs Exhibit 1.4
  21. 21. Mistakes Managers Make <ul><li>Insensitive to others </li></ul><ul><li>Cold, aloof, and/or arrogant </li></ul><ul><li>Betraying a trust </li></ul><ul><li>Overly ambitious </li></ul><ul><li>Specific performance problems with the business </li></ul>
  22. 22. Mistakes Managers Make <ul><li>Overmanaging: unable to delegate or build a team </li></ul><ul><li>Unable to staff effectively </li></ul><ul><li>Unable to think strategically </li></ul><ul><li>Unable to boss with different style </li></ul><ul><li>Overdependent on advocate or mentor </li></ul>
  23. 23. First-Year Management Transition <ul><li>Managers’ Initial Expectations </li></ul><ul><li>Be the boss </li></ul><ul><li>Formal authority </li></ul><ul><li>Manage tasks </li></ul><ul><li>Job is not managing people </li></ul>Adapted from Exhibit 1.6
  24. 24. First-Year Management Transition <ul><li>After Six Months as a Manager </li></ul><ul><li>Initial expectations were wrong </li></ul><ul><li>Fast pace </li></ul><ul><li>Heavy workload </li></ul><ul><li>Job is to be problem-solver and trouble-shooter for subordinates </li></ul>Adapted from Exhibit 1.6
  25. 25. First-Year Management Transition <ul><li>After a Year as a Manager </li></ul><ul><li>No longer “doers” </li></ul><ul><li>Communication, listening, & positive reinforcement </li></ul><ul><li>Job is people development </li></ul>Adapted from Exhibit 1.6
  26. 26. The Transition to Management <ul><li>Initial Assumptions </li></ul><ul><li>Exercise formal authority </li></ul><ul><li>Managing tasks not people </li></ul><ul><li>Help employees do their jobs </li></ul><ul><li>Hire and fire </li></ul><ul><li>Reality </li></ul><ul><li>Cannot be “bossy” </li></ul><ul><li>Manage people not tasks </li></ul><ul><li>Coach employee performance </li></ul><ul><li>Fast pace, heavy workload </li></ul>
  27. 27. Learning Objectives: Why Management Matters <ul><li>After reading this section, you should be able to: </li></ul><ul><li>8. explain how and why companies can create competitive advantage through people </li></ul>
  28. 28. Competitive Advantage Through People: Management Practices <ul><li>Employment security </li></ul><ul><li>Selective hiring </li></ul><ul><li>Self-managed teams and decentralization </li></ul><ul><li>High wages contingent on organizational performance </li></ul><ul><li>Training and skill development </li></ul><ul><li>Reduction of status differences </li></ul><ul><li>Sharing information </li></ul>Adapted from Exhibit 1.7
  29. 29. What Really Happened <ul><li>Theriault developed in-house capabilities for collecting and analyzing information. </li></ul><ul><li>A market niche was and potential partnerships with competitors were identified. </li></ul><ul><li>Leadership identified the niche and the strategy. </li></ul><ul><li>The company structure was based on growth and use of technology. </li></ul>

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