for aiub summar , for semister break preparation

1. 1-1
Introduction to Management

2. KUNG FU PANDA

3. TEXT BOOKSTEXT BOOKS
 Bateman & Snell, Management – The New Competitive
Landscape, 6th
edition. McGraw-Hill.
 Stevenson, William J., Operations Management, 9th
edition, McGraw-Hill.

4. Mid term
Class Attendance / Class Participation 10%
Quizzes 30%
Assignments / Cases 10%
Final Exam 50%
Total 100%
Final term
Class Attendance / Class Participation 10%
Quizzes 30%
Assignments / Cases 10%
Final Exam 50%
Total 100%
Mid-term will carry
40% and Final exam
will carry 60%.
GRADING SYSTEMGRADING SYSTEM

5. Gene Kranz
APOLLO 13APOLLO 13

6. MANAGER & MANAGEMENTMANAGER & MANAGEMENT
Manager is someone who coordinates
and oversees the work of other people
so that organizational goals and
objectives can be accomplished.
Management in all business areas and
organizational activities are the acts of
getting people together to accomplish
desired goals and objectives.

7. CLASSIFYING MANAGERSCLASSIFYING MANAGERS
 First-line Managers
 Individuals who manage the work of non-
managerial employees.
 Middle Managers
 Individuals who manage the work of first-line
managers.
 Top Managers
 Individuals who are responsible for making
organization-wide decisions and establishing
plans and goals that affect the entire
organization.

8.  The Internet
 changes the way management must think and act
 chief Web officer will be one of the most important jobs
 will oversee information systems and strategies
 will create and manage business relationships via new
communications technologies
 great companies will capitalize most fully on the Web’s
potential
 distinction between Internet and non-Internet companies is
fading
MANAGEMENT IN NEW ERAMANAGEMENT IN NEW ERA

9.  Globalization
 isolationism is a thing of the past
 multinational enterprises have sales offices all over the
world
 corporations use their transnational status to operate
beyond the control of national governments
 even small firms that do not operate on a global scale must
make strategic decisions based on international
considerations
MANAGEMENT IN NEW ERA (CONTD.)MANAGEMENT IN NEW ERA (CONTD.)

10.  Knowledge management
 set of practices aimed at discovering and harnessing an
organization’s intellectual resources
 unlock people’s expertise, skills, wisdom, and relationships
 intellectual capital is the collective brainpower of the
organization
 Collaboration across “boundaries”
 capitalize on the ideas of people outside the traditional
company “boundaries”
 must effectively capitalize on customers’ brains
 get customers to think creatively to identify new product and
service ideas
MANAGEMENT IN NEW ERA (CONTD.)MANAGEMENT IN NEW ERA (CONTD.)

11. 1-11
Cost
Competitiveness
SpeedQuality
Innovation
MANAGING FOR COMPETITIVEMANAGING FOR COMPETITIVE
ADVANTAGEADVANTAGE
Competitive advantage is a position of a company
in a competitive landscape that allows the
company earning return on investments higher
than the cost of investments

12.  Cost competitiveness
 costs are kept low enough so that you can realize profits and price
your products at levels that are attractive to consumers
 key is efficiency - accomplishing goals by using resources wisely and
minimizing waste
 Quality
 excellence of a product, including its attractiveness, lack of defects,
reliability, and long-term durability
 importance of quality has increased dramatically
 must identify specific elements of quality to correct problems,
target needs, and deliver world-class value
MANAGING FOR COMPETITIVE ADVANTAGEMANAGING FOR COMPETITIVE ADVANTAGE
(CONTD.)(CONTD.)

13.  Speed
 often separates winners from losers in world competition
 speed became a vital requirement in the 1990s
 requirement has increased exponentially
 Innovation
 the introduction of new goods and services
 important to adapt to changes in consumer demands and to new
sources of competition
 Best managers and companies delivering all four
MANAGING FOR COMPETITIVE ADVANTAGEMANAGING FOR COMPETITIVE ADVANTAGE
(CONTD.)(CONTD.)

14.  Managerial Concerns
Efficiency
-“Doing things right”
Getting the most output for the least inputs
Effectiveness
-“Doing the right things”
Attaining organizational goals
THE FUNCTIONS OF MANAGEMENTTHE FUNCTIONS OF MANAGEMENT

15. THE FUNCTIONS OF MANAGEMENTTHE FUNCTIONS OF MANAGEMENT
(CONTD.)(CONTD.)

16. Planning
Leading
ControllingOrganizing
THE FUNCTIONS OF MANAGEMENTTHE FUNCTIONS OF MANAGEMENT
(CONTD.)(CONTD.)

17.  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
 Organizing
 assembling and coordinating the human, financial, physical,
informational, and other resources needed to achieve goals
 the future requires building flexible organizations
THE FUNCTIONS OF MANAGEMENTTHE FUNCTIONS OF MANAGEMENT
(CONTD.)(CONTD.)

18.  Leading
 stimulating people to be high performers
 managers must be good at mobilizing people to contribute their
ideas
 Controlling
 monitors progress and implements necessary changes
 makes sure that goals are met
 new technology makes it possible to achieve more effective controls
 Managers must devote attention to all four management
functions
THE FUNCTIONS OF MANAGEMENTTHE FUNCTIONS OF MANAGEMENT
(CONTD.)(CONTD.)

19. Support
Functions –
R&D, HR, PR,
Accounting, etc.
OPERATIONS MANAGEMENTOPERATIONS MANAGEMENT
o OM is the management of systems, which transform inputs into
value-added products and/or services.

20. Characteristic Manufacturing Service
Output
Customer contact
Uniformity of input
Labor content
Uniformity of output
Measurement of productivity
Opportunity to correct quality problems
Tangible
Low
High
Low
High
Easy
High
Intangible
High
Low
High
Low
Difficult
Low
High
MANUFACTURING VS. SERVICEMANUFACTURING VS. SERVICE

21. • Operations Management includes:
• Forecasting
• Capacity planning
• Scheduling
• Managing inventories
• Assuring quality
• Motivating employees
• Deciding where to locate facilities
• Supply Chain Management (SCM)
• And more . . .
SCOPE OF OMSCOPE OF OM

22. Operations
FinanceMarketing
BUSINESS OPERATIONS OVERLAPBUSINESS OPERATIONS OVERLAP

23. Public
Relations
Accounting
Industrial Engineering
Operations
Maintenance
Personnel
Purchasing
Distribution
MIS
Legal
OPERATIONS INTERFACESOPERATIONS INTERFACES

24. THANK YOUTHANK YOU