The document discusses the role of general managers in organizations. It notes that organizations are increasingly using undefined, decentralized forms with fewer managers and more distributed units. General managers now have to deal with many functions. The model is widely used by large companies, where management is based on functional specialization supported by expert systems, and general managers oversee leadership and development. General managers are responsible for overseeing the process of generating products or services. They require a wide range of knowledge and skills to fulfill their role effectively in modern organizations.

1. mgr Tomasz Klasa

3.  Undefined, decentralized organizational
forms
◦ Simplier structure
◦ Fewer member of management board
◦ More distributed organizational units
 Managers have to deal many functions

4.  This model is widely used by big companies
◦ Management still based on functional specialization
(with support of expert systems)
◦ Leadership and develompent -> general managers
 In US general manager is responsible for
managing the process of generating products
or services
 In Europe technical orientation

5.  Specialist of general profile
 Ability of switching from one task to another
 Multitasking
 General view on organization (e.g. virtual
org.)

6.  Should have knowledge in:
◦ Accounts and costs control
◦ Psychology of consumer behavior
◦ IT and communications
◦ Corporate structure and results of its operaion
◦ Natural environment protection management
◦ Creating and „sharing” vision of the company

7.  Based on structure of pyramid
 Separation of capital and management
◦ Owners of capital were not interested in controling
the company
◦ Owners of capital were unable to keep control
 They required specialists in specific areas

8.  Planning
 Organizing
 Staffing
 Directing
 Co-ordinating
 Reporting
 budgeting

9.  Bigger complexity of virtual organization
requires 4 additional tasks:
◦ Communication
◦ Assessment – adjusting goals to form and structure
◦ Learning
◦ Valuation – current and future value of knowledge

11.  All companies have material and virtual
assets
 Virtual components cannot be separated
easily from material components
 Example: amazon.com
◦ Some areas replaced by technology
◦ But storehouses still exist

12.  No universal composition of material and
virtual components
◦ How will it work?
◦ Will it generate value?
 Virtualization may be a source of serious
trouble
 Virtualization – OPTION, not a must

13.  What are the features of products and services
offered by the company?
 What is the relation between company and clients?
 What is the relation between company and
suppliers?
 What types of work are done in the company?
 What type of relation is between management and
workers?
 What relations are between elements of company
organization?

14.  Valuation is hard => dependance on
knowledge
 Risk of improper valuation of V.O.
 Capital markets don’t know how to evaluate
virtual organizations

15.  Technology
 Instant communication
 Advanced systems of virtual co-ordination
 Personal meetings cannot be replaced totally
 Harder buildng company culture

16.  Efficiency
 Innovation
 Motivation
 Network of clients and suppliers

17. mgr Tomasz Klasa