Presented on January 5-6, 2015

1. Seminar on General Management
Der Chao Chen
Department of Business Administration
National Central University
January 5-6, 2015

2. Agenda
1. Introduction
2. What is Management?
3. The Roles of Managers
4. A Mode of Managing
5. The General History of Management Thought
6. Some Fundamental Management Ideas
7. Case Discussion: Ashesi University
8. Summary

3. Introduction
1. Why do we need to learn management /
management skills?
2. Is management only for the business world?
3. Is there one best management approach for all?

4. What is Management?
● Definitions
1. Management is a discipline and a practice, it’s
polycentric - by Peter Drucker ( 1909-2005)

5. What is Management?
● Definition- System view: Management as a Whole
Source: Drucker (2008:
XVII) See also http:
//kendlevidian.pbworks.
com/w/page/11296472/Ma
nagement%20Rev%20Ed

6. What is Management?
Definition
2. Management as art, craft, and science- by
Henry Mintzberg

7. What is Management?
Definition- Management as a Practice
Art
Vision
Creative Insights
Science
Analysis
Systematic evidences
Craft
Experience
Practical Learning
Management
as a
Practice

8. What is Management?
● A general definition about “management”?
Practices and Process that people using to achieve
their common goals through their organizational
resources effectively and efficiently.

9. The Roles of Managers
● Ten roles of Managers- Henry Mintzberg
Source: http://www.johnwiley.net.
au/highered/management/istudy/menu/the
_contemporary_workplace/managerial_fun
ctions_roles_and_skills/content/page0006.
jpg

10. A Model of Managing
Source:Mintzberg
(2009)

11. A Model of Managing
Source:Mintzberg
(2009)

12. The General History of Management Thoughts
Chronology of Management Thought (1800 -
2000)

13. Some Fundamental Management Ideas
● Efficiency vs. Effectiveness
output/input (productivity) v.s. quality
● Do the things right v.s. Do the right things
● Trade off
cost v.s. quality ; time to market v.s. quality

14. Some Fundamental Management Ideas
● 4 major management processes
Source: http://upload.
wikimedia.
org/wikipedia/commons/8/8c
/Management_Process.png

15. Some Fundamental Management Ideas
● Open system perspective
Source: http://www.unc.edu/~nielsen/soci410/nm1/e1-2.gif

16. Some Fundamental Management Ideas
● Management by Objectives
Source: http://4.bp.blogspot.com/-pVP6KugAPqY/UiirkugVaWI/AAAAAAAACrQ/Mx9rbgB6JvI/s1600/mbo-process-cycle.png

17. Some Fundamental Management Ideas
● PDCA Circle
Source: http://upload.wikimedia.org/wikipedia/commons/thumb/7/7a/PDCA_Cycle.svg/525px-PDCA_Cycle.svg.png

18. Some Fundamental Management Ideas
● Kaizen (改善); continuous improvement
e.g.
5S
Value Stream Mapping
Kanban

19. Some Fundamental Management Ideas
● Decision Making Process
Source: http://kalyan-city.blogspot.com/2010/06/decision-making-process-in-management.html

20. Some Fundamental Management Ideas
● Contingency approach to management
“One size doesn’t fit all”
Management / managerial problem is a
circumstance depends, and context-specific
agenda.

21. Some Fundamental Management Ideas
● SWOT(Strength, Weakness, Opportunity, Threats)
Source: http://www.buzzle.com/images/diagrams/management/swot-analysis.jpg

22. Some Fundamental Management Ideas
● Business Model
Source: http://businessmodelgeneration.com/canvas/bmc

23. Case Discussions
● Ashesi University
Case E290, Graduate School of Business, Stanford
University, 2008.

24. Case Discussions
● How to start a case analysis?
1. Environment- internal, external
2. Main actors, e.g. founder, founding members, and
stakeholders
3. History
4. Interesting agenda

25. Case Discussions
● How to find problems?
1. 5W1H (What, Who, When, Where, Why,
How)
2. Ask “What if …” question

26. Case Discussions
● How to find the solutions?
1. What’s your or your organization's core value?
2. Prioritize your problems
3. Who are major stakeholders related with problems / solutions?
4. Feasibility analysis about your solutions
5. Implementing the chosen solution
6. Feedback

27. Summary
● Learning management processes and skill
cannot guarantee one’s success.
● Making managerial decisions is about making
context-specific trade-off under an actor’s value
judgement / intentionality toward common
goals.

28. Thanks for Your Time and Attention
Der Chao CHEN
derchao.chen@gmail.com