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Global
innovative
Leadership Module
Disclaimer> The information and views set out in this publication are those of the author(s) and do not
necessarily reflect the official opinion of the European Union. Neither the European Union institutions
and bodies nor any person acting on their behalf may be held responsible for the use which may be
made of the information contained therein.
Management
and Business
Organization
We can define the business organization as: an
entity that is both commercial and social, which
provides the necessary structures to achieve the
central objective of trades in goods or services
Decision making is a key activity in the management
of business organizations, ranging from the daily
decisions related to operations in the workplace, to
the long-term decisions which will affect the future
direction of the business organization.
Decision making
• Organizations need their managerial skills and
abilities more than ever in these uncertain,
complex, and chaotic times.
• A manager’s job is not about personal
achievement—it’s about helping others do their
work so organizational goals can be
accomplished.
The Management Role
A global manager must be aware of economic issues
when doing business in other countries.
The two major types are:
•Free market economy: Private sector primarily
owns and controls the free market economy.
•Planned economy: Central government plans the
economic decisions.
The Economic Environment
Management and
Business Organization
Besides the economic environment a global
manager must know about the political/legal
environment and the cultural environment as well.
The more a manager is familiar with such themes
the easier he will manage employees at work.
Management and Business:
Organization
Managing Diversity
• Diversity has been “one of the most popular
business topics over the last two decades.
Despite this popularity, it’s also one of the most
controversial and least understood topics.
Management and Business:
Organization
Besides the economic environment a global
manager must know about the political/legal
environment and the cultural environment as well.
The more a manager is familiar with such themes
the easier he will manage employees at work.
Management and Business:
Organization
Managers as decision makers
The Decision-Making Process A decision is a choice
and consists of eight steps:
(1) identify problem;
(2) identify decision criteria;
(3) weight the criteria;
(4) develop alternatives;
(5) analyze alternatives;
(6) select alternative;
(7) implement alternative; and
(8) evaluate
Planning
The four purposes of planning include:
• providing direction;
• reducing uncertainty;
• minimizing waste and redundancy;
• establishing the goals or standards used in
controlling.
Foundations of Planning
• Goals are desired outcomes. Plans are documents
that outline how goals are going to be met;
• Long-term plans are those with a time frame
beyond three years;
• Short-term plans cover one year or less;
• Specific plans are clearly defined and leave no
room for interpretation.
Goals and Plans
Well-written goals have six characteristics:
• written in terms of outcomes;
• measurable and quantifiable;
• clear as to time frame;
• challenging but attainable;
• written down;
• communicated to all organizational members
who need to know them.
Goals and Plans
Goal setting involves these steps:
• review the organization’s mission;
• evaluate available resources;
• determine the goals individually or with input
from others;
• write down the goals and communicate them to
all who need to know them;
• and review results and change goals as needed.
Goals and Plans
Strategic management is what managers do to
develop the organization’s strategies.
Strategic management is important for three
reasons:
-difference in how well organizations perform;
-important for helping managers cope with
continually changing situations;
-helps coordinate and focus employee efforts on
what’s important.
Strategic Management
• Growth strategy: an organization expands the
number of markets served or products offered,
either through current or new businesses.
• Stability strategy: an organization makes no
significant changes in what it’s doing.
Corporate Strategies
Human research management is important for three
reasons. First, it can be a significant source of
competitive advantage. Second, it’s an important
part of organizational strategies. Finally, the way
organizations treat their people has been found to
significantly impact organizational performance.
Managing Human Resources
A group is two or more interacting and
interdependent individuals who come together to
achieve specific goals. The major components that
determine group performance and satisfaction
include external conditions, group member
resources, group structure, group processes, and
group tasks.
Managing Teams
• In order for managers to lead better they need to
understand individual behavior. Job satisfaction is
an individual’s general attitude toward his or her
job.
• Communicating correctly is also important.
Leading
• The functions of communication include
controlling employee behavior, motivating
employees, providing a release for emotional
expression of feelings and fulfillment of social
needs, and providing information.
• Motivating employees: The high level of effort
needs to be directed in ways that help the
organization achieve its goals. Employees must
persist in putting forth effort to achieve those
goals.
Leading
• Managers as leaders: A leader is someone who
can influence others and who has managerial
authority. Leadership is a process of leading a
group and influencing that group to achieve its
goals. Managers should be leaders because
leading is one of the four management functions.
Leading
Control is important because:
(1) it’s the only way to know if goals are being met,
and if not, why;
(2) it provides information and feedback so
managers feel comfortable empowering employees;
and (3) it helps protect an organization and its
assets.
Controlling
• Operations management is the transformation
process that converts resources into finished
goods and services.
• The six main requirements for successful value
chain management include coordination and
collaboration, investment in technology,
organizational processes, leadership, employees
or human resources, and organizational culture
and attitudes.
Operations
Three techniques help managers assess the
organization’s environment:
Environmental scanning: A fast-growing area of
environmental scanning is competitor intelligence.
Advertisements, annual reports, newspaper reports,
and industry studies are examples of readily
accessible sources of information.
Planning Tools and
Techniques
Environmental Scanning
One type of environmental scanning that’s
particularly important is global scanning. Managers
have expanded the scope of their scanning efforts
to gain vital information on global forces that might
affect their organizations.
Planning Tools and
Techniques
Forecasting
An important part of planning and managers need
forecasts that will allow them to predict future
events effectively and in a timely manner.
Environmental scanning establishes the basis for
forecasts, which are predictions of outcomes.
Planning Tools and
Techniques
Benchmarking
The basic idea behind benchmarking is that
managers can improve performance by analyzing
and then copying the methods of the leaders in
various fields.
Planning Tools and
Techniques
Benchmarking
The basic idea behind benchmarking is that
managers can improve performance by analyzing
and then copying the methods of the leaders in
various fields.
Planning Tools and
Techniques
Thanks for your attention

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Management and business organization

  • 1. Global innovative Leadership Module Disclaimer> The information and views set out in this publication are those of the author(s) and do not necessarily reflect the official opinion of the European Union. Neither the European Union institutions and bodies nor any person acting on their behalf may be held responsible for the use which may be made of the information contained therein.
  • 3. We can define the business organization as: an entity that is both commercial and social, which provides the necessary structures to achieve the central objective of trades in goods or services
  • 4. Decision making is a key activity in the management of business organizations, ranging from the daily decisions related to operations in the workplace, to the long-term decisions which will affect the future direction of the business organization. Decision making
  • 5. • Organizations need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times. • A manager’s job is not about personal achievement—it’s about helping others do their work so organizational goals can be accomplished. The Management Role
  • 6. A global manager must be aware of economic issues when doing business in other countries. The two major types are: •Free market economy: Private sector primarily owns and controls the free market economy. •Planned economy: Central government plans the economic decisions. The Economic Environment Management and Business Organization
  • 7. Besides the economic environment a global manager must know about the political/legal environment and the cultural environment as well. The more a manager is familiar with such themes the easier he will manage employees at work. Management and Business: Organization
  • 8. Managing Diversity • Diversity has been “one of the most popular business topics over the last two decades. Despite this popularity, it’s also one of the most controversial and least understood topics. Management and Business: Organization
  • 9. Besides the economic environment a global manager must know about the political/legal environment and the cultural environment as well. The more a manager is familiar with such themes the easier he will manage employees at work. Management and Business: Organization
  • 10. Managers as decision makers The Decision-Making Process A decision is a choice and consists of eight steps: (1) identify problem; (2) identify decision criteria; (3) weight the criteria; (4) develop alternatives; (5) analyze alternatives; (6) select alternative; (7) implement alternative; and (8) evaluate Planning
  • 11. The four purposes of planning include: • providing direction; • reducing uncertainty; • minimizing waste and redundancy; • establishing the goals or standards used in controlling. Foundations of Planning
  • 12. • Goals are desired outcomes. Plans are documents that outline how goals are going to be met; • Long-term plans are those with a time frame beyond three years; • Short-term plans cover one year or less; • Specific plans are clearly defined and leave no room for interpretation. Goals and Plans
  • 13. Well-written goals have six characteristics: • written in terms of outcomes; • measurable and quantifiable; • clear as to time frame; • challenging but attainable; • written down; • communicated to all organizational members who need to know them. Goals and Plans
  • 14. Goal setting involves these steps: • review the organization’s mission; • evaluate available resources; • determine the goals individually or with input from others; • write down the goals and communicate them to all who need to know them; • and review results and change goals as needed. Goals and Plans
  • 15. Strategic management is what managers do to develop the organization’s strategies. Strategic management is important for three reasons: -difference in how well organizations perform; -important for helping managers cope with continually changing situations; -helps coordinate and focus employee efforts on what’s important. Strategic Management
  • 16. • Growth strategy: an organization expands the number of markets served or products offered, either through current or new businesses. • Stability strategy: an organization makes no significant changes in what it’s doing. Corporate Strategies
  • 17. Human research management is important for three reasons. First, it can be a significant source of competitive advantage. Second, it’s an important part of organizational strategies. Finally, the way organizations treat their people has been found to significantly impact organizational performance. Managing Human Resources
  • 18. A group is two or more interacting and interdependent individuals who come together to achieve specific goals. The major components that determine group performance and satisfaction include external conditions, group member resources, group structure, group processes, and group tasks. Managing Teams
  • 19. • In order for managers to lead better they need to understand individual behavior. Job satisfaction is an individual’s general attitude toward his or her job. • Communicating correctly is also important. Leading
  • 20. • The functions of communication include controlling employee behavior, motivating employees, providing a release for emotional expression of feelings and fulfillment of social needs, and providing information. • Motivating employees: The high level of effort needs to be directed in ways that help the organization achieve its goals. Employees must persist in putting forth effort to achieve those goals. Leading
  • 21. • Managers as leaders: A leader is someone who can influence others and who has managerial authority. Leadership is a process of leading a group and influencing that group to achieve its goals. Managers should be leaders because leading is one of the four management functions. Leading
  • 22. Control is important because: (1) it’s the only way to know if goals are being met, and if not, why; (2) it provides information and feedback so managers feel comfortable empowering employees; and (3) it helps protect an organization and its assets. Controlling
  • 23. • Operations management is the transformation process that converts resources into finished goods and services. • The six main requirements for successful value chain management include coordination and collaboration, investment in technology, organizational processes, leadership, employees or human resources, and organizational culture and attitudes. Operations
  • 24. Three techniques help managers assess the organization’s environment: Environmental scanning: A fast-growing area of environmental scanning is competitor intelligence. Advertisements, annual reports, newspaper reports, and industry studies are examples of readily accessible sources of information. Planning Tools and Techniques
  • 25. Environmental Scanning One type of environmental scanning that’s particularly important is global scanning. Managers have expanded the scope of their scanning efforts to gain vital information on global forces that might affect their organizations. Planning Tools and Techniques
  • 26. Forecasting An important part of planning and managers need forecasts that will allow them to predict future events effectively and in a timely manner. Environmental scanning establishes the basis for forecasts, which are predictions of outcomes. Planning Tools and Techniques
  • 27. Benchmarking The basic idea behind benchmarking is that managers can improve performance by analyzing and then copying the methods of the leaders in various fields. Planning Tools and Techniques
  • 28. Benchmarking The basic idea behind benchmarking is that managers can improve performance by analyzing and then copying the methods of the leaders in various fields. Planning Tools and Techniques
  • 29. Thanks for your attention