04 Managing And Organizing Business Enterprise

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04 Managing And Organizing Business Enterprise

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04 Managing And Organizing Business Enterprise

  1. 1. MANAGING BUSINESS ENTERPRISE Lecture Note for Business Introduction Fahmy Radhi
  2. 2. Management Process <ul><li>The process of planning, organizing, directing and controlling an organization’s resources to achieve its goals </li></ul><ul><li>Management is needed to: </li></ul><ul><li>achieve individual and organizational goals </li></ul><ul><li>prevent contradiction goals </li></ul><ul><li>achieve goals efficiently and effectively </li></ul>
  3. 3. Planning <ul><li>The process of setting goals and deciding on the strategy and tactic of achieving the firm’s objectives </li></ul><ul><li>Main component of Planning: </li></ul><ul><ul><li>Determine the firm’s goals </li></ul></ul><ul><ul><li>Develop a comprehensive strategy for achieving goals </li></ul></ul><ul><ul><li>Design tactical and operational plans for implementing strategy </li></ul></ul>
  4. 4. Setting Goals and Formulating Strategy
  5. 5. Setting Goals and Formulating Strategy <ul><li>Mission – broad organizational goal based on planning premises which justifies an organizational existence </li></ul><ul><li>Goal – objective that a business hopes and plans to achieve divided into </li></ul><ul><ul><li>Long-term goals – a period of five years or more </li></ul></ul><ul><ul><li>Intermediate goals – a period of one to five years </li></ul></ul><ul><ul><li>Short-term goals - less than one year </li></ul></ul>
  6. 6. Vision <ul><li>3M: “Be innovative and satisfy our customers” </li></ul><ul><li>Microsoft: “Information at your fingertips” </li></ul><ul><li>GE: To be number one or two in every business” </li></ul><ul><li>Federal Express: “When it absolutely, positively, must get there overnight, use FedEx” </li></ul>
  7. 7. Mission <ul><li>Polaroid Corp. (late 1970s) </li></ul><ul><li>Polaroid manufactures and sell photographic products based ion inventions of the company in the field of one-step instants photography and light polarizing products, utilizing the company’s inventions in the field of polarized light. The company considers itself to be engaged in one line of business </li></ul><ul><li>Polaroid Corp. (mid 1980s) </li></ul><ul><li>Polaroid designs, manufactures, and markets worldwide a variety of products based on inventions, primarily in the photographic field. These include instant photographic cameras and films, light polarizing filters and lenses, and diversified chemical, optical, and commercial products. The principal products of the company are used in amateur and professional photography, industry, science, medic, and education </li></ul>
  8. 8. Setting Goals and Formulating Strategy <ul><li>Strategy – broad set of organizational plans for implementing the decisions mode for achieving organizational goals </li></ul><ul><li>Types of Strategy: </li></ul><ul><li>Corporate strategy – firm level strategy </li></ul><ul><li>Business strategy – business unit or product-line level </li></ul><ul><li>Functional strategy – functional area level </li></ul>
  9. 9. Setting Goals and Formulating Strategy
  10. 10. Setting Goals and Formulating Strategy Measurable criteria for performance Deficient of Annual Objective Reducing employees turnover, absenteeism, number of reject by 10 percent by December 2003 Assumption: Morale is related to measurable outcome To improve morale in the division Conducting a public opinion poll on dimensions of corporate responsibility by October 2003 To improve the business’s image
  11. 11. Organizing <ul><li>Organizing - the process of arranging the resources of the firm and activities into a coherent organizational structure </li></ul><ul><li>Organizational Structure – specification of the jobs and the way in which an organization activities are divided, organized and coordinated </li></ul>
  12. 12. Organizing <ul><li>Organization Chart – diagram depicting a firm’s structure that s hows the title of each positions, the connecting lines and responsible </li></ul><ul><li>Span of management control – the number of subordinates reporting directly to a given manager </li></ul>
  13. 13. Organizational Structure <ul><li>Line Organization - an organization structure in which each manager is directly responsible for a crucial activities required to accomplish the organization goals </li></ul><ul><li>Departmental Organization - t he process through which a firm’s activities are grouped together and assigned to managers </li></ul>
  14. 14. Departmentalization <ul><li>Functional –divided into engaged in one functional activity: Marketing, Production </li></ul><ul><li>Product – based on specific products </li></ul><ul><li>Market – based on geographical market </li></ul><ul><li>Customer – based on types of customers </li></ul><ul><li>Matrix Structure –each employee report to both functional and division manager </li></ul>
  15. 15. Functional and Departmentalization
  16. 16. Matrix Structure
  17. 17. Directing <ul><li>Directing – management process of leading and motivating employees to meet an organization objective </li></ul><ul><li>Leadership – The process of directing and influencing the task related activities of individual </li></ul><ul><li>Motivation – the factor that cause and sustain an individual’s behavior </li></ul>
  18. 18. Controlling <ul><li>Controlling – the process of monitoring and evaluation an organization’s performance to ensure that it is meeting its goals </li></ul><ul><li>Control is needed to </li></ul><ul><li>cope with changes internally and externally, </li></ul><ul><li>faced more organizational, complexity, </li></ul><ul><li>facilitate delegation and teamwork, </li></ul><ul><li>create better quality and add value </li></ul>
  19. 19. Steps in Control Process: <ul><li>Establish standards: Physical, products quantities, Monetary and time Time </li></ul><ul><li>Establish methods for measuring performance by determining: how often and what form in measuring, and who are involved </li></ul><ul><li>Measure the performance through observations, reporting analysis, inspection and automatically methods </li></ul><ul><li>Determine whether performance matches the standard </li></ul><ul><li>Take correction actions </li></ul>
  20. 21. Level of Management <ul><li>Top manager – responsible to the board of director and stockholder for overall firm’s performance </li></ul><ul><li>Middle manager – responsible to top manager for implementing the strategies and policy </li></ul><ul><li>First-line manager – responsible to middle manager for supervising the works of employees </li></ul>
  21. 22. Managerial Skills <ul><li>Technical Skills – needed to perform specialized tasks </li></ul><ul><li>Human relations Skills – needed to understanding and getting along with people </li></ul><ul><li>Conceptual Skills – abilities to think in abstract, diagnose and analyze different situations </li></ul><ul><li>Decision Making Skills - abilities in defining problems and selecting the best problem solving </li></ul>
  22. 23. Skills Required Low Low Medium High First-line Medium Medium Medium Medium Middle High High High Low TOP Decision Making Conceptual Human Relation Technical
  23. 24. THANKS FOR ATTENTION

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