The document discusses several key principles of management including the roles and responsibilities of managers, succession planning, promoting from within versus hiring externally, and threats to an organization's survival. Managers are important as they set company direction, promote stability, and incorporate necessary changes. Succession planning is critical to identify future talent needs. Promoting from within offers benefits like training investments but hiring externally allows offering competitive compensation. Threats include intellectual property issues, product liability, workplace violence, supply chain disruptions, and natural disasters.

1. Principles of
Management

3. Why are managers important?

4. Why are managers important?

6. Manager & Leader

7. Manager & Leader

8. Manager & Leader
-planning, organizing,
staffing, & controlling

9. Manager & Leader
-planning, organizing,
staffing, & controlling

10. Manager & Leader
-planning, organizing, -sets dire ctio n
staffing, & controlling company direction

11. Manager & Leader
-planning, organizing, -sets dire ctio n
staffing, & controlling company direction
-promotes stability

12. Manager & Leader
-planning, organizing, -sets dire ctio n
staffing, & controlling company direction
-promotes stability -incorporates changes to
keep the organization
moving

13. Manager & Leader
-planning, organizing, -sets dire ctio n
staffing, & controlling company direction
-promotes stability -incorporates changes to
keep the organization
moving
Markov Analysis

14. Manager & Leader
-planning, organizing, -sets dire ctio n
staffing, & controlling company direction
-promotes stability -incorporates changes to
keep the organization
moving
Markov Analysis
-identifies shortages/surpluses in management

15. Manager & Leader
-planning, organizing, -sets dire ctio n
staffing, & controlling company direction
-promotes stability -incorporates changes to
keep the organization
moving
Markov Analysis
-identifies shortages/surpluses in management
-identifies transition of people in & out the
organization

16. Manager & Leader
-planning, organizing, -sets dire ctio n
staffing, & controlling company direction
-promotes stability -incorporates changes to
keep the organization
moving
Markov Analysis
-identifies shortages/surpluses in management
-identifies transition of people in & out the
organization
-a comprehensive picture of employee movement

18. Promote vs. Hire outside

19. Promote vs. Hire outside

20. Promote vs. Hire outside
-train/invest
in personnel
development

21. Promote vs. Hire outside
-train/invest
in personnel
development

22. Promote vs. Hire outside
-train/invest -offer a good
in personnel compensation
development package

23. Promote vs. Hire outside
-train/invest -offer a good
in personnel compensation
development package
Succession Planning

24. Promote vs. Hire outside
-train/invest -offer a good
in personnel compensation
development package
Succession Planning
-critical because identification of talent is
important in coping w/ future trends

25. Promote vs. Hire outside
-train/invest -offer a good
in personnel compensation
development package
Succession Planning
-critical because identification of talent is
important in coping w/ future trends
-pre par in g yo u r pre sent po ol of
potential managers in anticipation for an
eventual movement ( training, programs,
rotation, etc)

26. Threats to Survival

27. Threats to Survival
1. Intellectual Property

28. Threats to Survival
1. Intellectual Property
-is the ownership of particular intangible or
non-physical goods.

29. Threats to Survival
1. Intellectual Property
-is the ownership of particular intangible or
non-physical goods.
2. Product Liability

30. Threats to Survival
1. Intellectual Property
-is the ownership of particular intangible or
non-physical goods.
2. Product Liability
-is the obligation of the producer or supplier
to provide restitution for whatever losses
associated with the product’s use.

31. Threats to Survival
1. Intellectual Property
-is the ownership of particular intangible or
non-physical goods.
2. Product Liability
-is the obligation of the producer or supplier
to provide restitution for whatever losses
associated with the product’s use.
3. Workplace Violence

32. Threats to Survival
1. Intellectual Property
-is the ownership of particular intangible or
non-physical goods.
2. Product Liability
-is the obligation of the producer or supplier
to provide restitution for whatever losses
associated with the product’s use.
3. Workplace Violence
-is any physical force unlawfully exercised
towards company property or employees.

33. Threats to Survival

34. Threats to Survival
4. Supply Chain

35. Threats to Survival
4. Supply Chain
-makes sure that goods flow from the point
of origin to the ultimate point of destination.

36. Threats to Survival
4. Supply Chain
-makes sure that goods flow from the point
of origin to the ultimate point of destination.
5. Business Continuity

37. Threats to Survival
4. Supply Chain
-makes sure that goods flow from the point
of origin to the ultimate point of destination.
5. Business Continuity
-preparation for a smooth transition in case
of an anticipated vacancy in the organization.

38. Threats to Survival
4. Supply Chain
-makes sure that goods flow from the point
of origin to the ultimate point of destination.
5. Business Continuity
-preparation for a smooth transition in case
of an anticipated vacancy in the organization.
6. Natural Calamities

39. Threats to Survival
4. Supply Chain
-makes sure that goods flow from the point
of origin to the ultimate point of destination.
5. Business Continuity
-preparation for a smooth transition in case
of an anticipated vacancy in the organization.
6. Natural Calamities
- destruction/damages incurre d due to
natural causes.

40. Threats to Survival
4. Supply Chain
-makes sure that goods flow from the point
of origin to the ultimate point of destination.
5. Business Continuity
-preparation for a smooth transition in case
of an anticipated vacancy in the organization.
6. Natural Calamities
- destruction/damages incurre d due to
natural causes.
7. Dishonesty & Unethical Behavior

41. The 3rd Wave Organization

42. The 3rd Wave Organization
-by Alvin Toeffler

43. The 3rd Wave Organization
-by Alvin Toeffler
1st Wave Org

44. The 3rd Wave Organization
-by Alvin Toeffler
1st Wave Org

45. The 3rd Wave Organization
-by Alvin Toeffler
1st Wave Org Agricultural Age

46. The 3rd Wave Organization
-by Alvin Toeffler
1st Wave Org Agricultural Age
2nd Wave Org

47. The 3rd Wave Organization
-by Alvin Toeffler
1st Wave Org Agricultural Age
2nd Wave Org

48. The 3rd Wave Organization
-by Alvin Toeffler
1st Wave Org Agricultural Age
2nd Wave Org Industrial Age

49. The 3rd Wave Organization
-by Alvin Toeffler
1st Wave Org Agricultural Age
2nd Wave Org Industrial Age
3rd Wave Org

50. The 3rd Wave Organization
-by Alvin Toeffler
1st Wave Org Agricultural Age
2nd Wave Org Industrial Age
3rd Wave Org

51. The 3rd Wave Organization
-by Alvin Toeffler
1st Wave Org Agricultural Age
2nd Wave Org Industrial Age
3rd Wave Org Information Age

52. The 3rd Wave Organization
-by Alvin Toeffler
1st Wave Org Agricultural Age
2nd Wave Org Industrial Age
3rd Wave Org Information Age
a. flexible -able to adjust & reinvent itself
to cope in a fast-changing environment.

53. The 3rd Wave Organization
-by Alvin Toeffler
1st Wave Org Agricultural Age
2nd Wave Org Industrial Age
3rd Wave Org Information Age
a. flexible -able to adjust & reinvent itself
to cope in a fast-changing environment.
b. creativity -committed to a vision w/ direction.

54. The 3rd Wave Organization
-by Alvin Toeffler
1st Wave Org Agricultural Age
2nd Wave Org Industrial Age
3rd Wave Org Information Age
a. flexible -able to adjust & reinvent itself
to cope in a fast-changing environment.
b. creativity -committed to a vision w/ direction.
c. innovation -risk taker; new perspectives in
attitudes, values, & behavior.

55. Air up there
Art of Telecommuting

56. Air up there
Art of Telecommuting
-working off-site; working away from the office
while the employee’s computer is hooked to the
central computer of the company.

57. Air up there
Art of Telecommuting
-working off-site; working away from the office
while the employee’s computer is hooked to the
central computer of the company.
Points to Consider:

58. Air up there
Art of Telecommuting
-working off-site; working away from the office
while the employee’s computer is hooked to the
central computer of the company.
Points to Consider:
-managers still want direct supervision.

59. Air up there
Art of Telecommuting
-working off-site; working away from the office
while the employee’s computer is hooked to the
central computer of the company.
Points to Consider:
-managers still want direct supervision.
-it’s not applicable in certain situations.

60. Air up there
Art of Telecommuting
-working off-site; working away from the office
while the employee’s computer is hooked to the
central computer of the company.
Points to Consider:
-managers still want direct supervision.
-it’s not applicable in certain situations.
-employees might abuse company time.

61. Air up there
Art of Telecommuting
-working off-site; working away from the office
while the employee’s computer is hooked to the
central computer of the company.
Points to Consider:
-managers still want direct supervision.
-it’s not applicable in certain situations.
-employees might abuse company time.
-risks of losing critical company information &
classified documents.

62. Reengineering

63. Reengineering
-is the fundamental rethinking of radical
redesign of business processes to achieve
drastic improvements in performances.

64. Reengineering
-is the fundamental rethinking of radical
redesign of business processes to achieve
drastic improvements in performances.
-like TQM, it’s a system wide approach to
changing organizational processes.

65. Reengineering
-is the fundamental rethinking of radical
redesign of business processes to achieve
drastic improvements in performances.
-like TQM, it’s a system wide approach to
changing organizational processes.
changes

66. Reengineering
-is the fundamental rethinking of radical
redesign of business processes to achieve
drastic improvements in performances.
-like TQM, it’s a system wide approach to
changing organizational processes.
changes =

67. Reengineering
-is the fundamental rethinking of radical
redesign of business processes to achieve
drastic improvements in performances.
-like TQM, it’s a system wide approach to
changing organizational processes.
changes =

68. Reengineering
-is the fundamental rethinking of radical
redesign of business processes to achieve
drastic improvements in performances.
-like TQM, it’s a system wide approach to
changing organizational processes.
changes =

69. Reengineering
-is the fundamental rethinking of radical
redesign of business processes to achieve
drastic improvements in performances.
-like TQM, it’s a system wide approach to
changing organizational processes.
productivity/performance
changes =

70. Reengineering
-is the fundamental rethinking of radical
redesign of business processes to achieve
drastic improvements in performances.
-like TQM, it’s a system wide approach to
changing organizational processes.
productivity/performance
changes =

71. Reengineering
-is the fundamental rethinking of radical
redesign of business processes to achieve
drastic improvements in performances.
-like TQM, it’s a system wide approach to
changing organizational processes.
productivity/performance
changes =

72. Reengineering
-is the fundamental rethinking of radical
redesign of business processes to achieve
drastic improvements in performances.
-like TQM, it’s a system wide approach to
changing organizational processes.
productivity/performance
changes = errors/deficiencies

73. High Performing Systems

74. High Performing Systems
-term coined by Peter Vaill

75. High Performing Systems
-term coined by Peter Vaill
-organization needs continuing excellence & renewal.

76. High Performing Systems
-term coined by Peter Vaill
-organization needs continuing excellence & renewal.
-it encourages leadership by example.

77. High Performing Systems
-term coined by Peter Vaill
-organization needs continuing excellence & renewal.
-it encourages leadership by example.
HPS Criteria

78. High Performing Systems
-term coined by Peter Vaill
-organization needs continuing excellence & renewal.
-it encourages leadership by example.
HPS Criteria
1. Excellent performance as compared to external
standards.

79. High Performing Systems
-term coined by Peter Vaill
-organization needs continuing excellence & renewal.
-it encourages leadership by example.
HPS Criteria
1. Excellent performance as compared to external
standards.
2. Excellent performance as compared to assumed level
of performance.

80. High Performing Systems
-term coined by Peter Vaill
-organization needs continuing excellence & renewal.
-it encourages leadership by example.
HPS Criteria
1. Excellent performance as compared to external
standards.
2. Excellent performance as compared to assumed level
of performance.
3. Excellent performance as compared to previous
performance.

81. High Performing Systems
-term coined by Peter Vaill
-organization needs continuing excellence & renewal.
-it encourages leadership by example.
HPS Criteria
1. Excellent performance as compared to external
standards.
2. Excellent performance as compared to assumed level
of performance.
3. Excellent performance as compared to previous
performance.
4. Judged to be qualitatively better than other systems.

83. HPS Criteria

84. HPS Criteria
5. Performance with less resources than is assumed to
be needed.

85. HPS Criteria
5. Performance with less resources than is assumed to
be needed.
6. Performance by good example, thus become an
inspiration to others.

86. HPS Criteria
5. Performance with less resources than is assumed to
be needed.
6. Performance by good example, thus become an
inspiration to others.
7. Perceived to fulfill the high ideals for the culture
which the company exists.

87. HPS Criteria
5. Performance with less resources than is assumed to
be needed.
6. Performance by good example, thus become an
inspiration to others.
7. Perceived to fulfill the high ideals for the culture
which the company exists.
8. The only organization that has done what it is
supposed to do.

88. HPS Criteria
5. Performance with less resources than is assumed to
be needed.
6. Performance by good example, thus become an
inspiration to others.
7. Perceived to fulfill the high ideals for the culture
which the company exists.
8. The only organization that has done what it is
supposed to do.
HPS Characteristics

89. HPS Criteria
5. Performance with less resources than is assumed to
be needed.
6. Performance by good example, thus become an
inspiration to others.
7. Perceived to fulfill the high ideals for the culture
which the company exists.
8. The only organization that has done what it is
supposed to do.
HPS Characteristics
1. clear vision & mission

90. HPS Criteria
5. Performance with less resources than is assumed to
be needed.
6. Performance by good example, thus become an
inspiration to others.
7. Perceived to fulfill the high ideals for the culture
which the company exists.
8. The only organization that has done what it is
supposed to do.
HPS Characteristics
1. clear vision & mission
2. committed to achieving goal

91. HPS Criteria
5. Performance with less resources than is assumed to
be needed.
6. Performance by good example, thus become an
inspiration to others.
7. Perceived to fulfill the high ideals for the culture
which the company exists.
8. The only organization that has done what it is
supposed to do.
HPS Characteristics
1. clear vision & mission
2. committed to achieving goal
3. focus on teamwork

92. HPS Criteria
5. Performance with less resources than is assumed to
be needed.
6. Performance by good example, thus become an
inspiration to others.
7. Perceived to fulfill the high ideals for the culture
which the company exists.
8. The only organization that has done what it is
supposed to do.
HPS Characteristics
1. clear vision & mission
2. committed to achieving goal
3. focus on teamwork
4. leadership is strong & clear

93. HPS Criteria
5. Performance with less resources than is assumed to
be needed.
6. Performance by good example, thus become an
inspiration to others.
7. Perceived to fulfill the high ideals for the culture
which the company exists.
8. The only organization that has done what it is
supposed to do.
HPS Characteristics
1. clear vision & mission
2. committed to achieving goal
3. focus on teamwork
4. leadership is strong & clear
5. rich source of innovation & new methods

94. HPS Criteria
5. Performance with less resources than is assumed to
be needed.
6. Performance by good example, thus become an
inspiration to others.
7. Perceived to fulfill the high ideals for the culture
which the company exists.
8. The only organization that has done what it is
supposed to do.
HPS Characteristics
1. clear vision & mission 7. avoid external control
2. committed to achieving goal
3. focus on teamwork
4. leadership is strong & clear
5. rich source of innovation & new methods

95. HPS Criteria
5. Performance with less resources than is assumed to
be needed.
6. Performance by good example, thus become an
inspiration to others.
7. Perceived to fulfill the high ideals for the culture
which the company exists.
8. The only organization that has done what it is
supposed to do.
HPS Characteristics
1. clear vision & mission 7. avoid external control
2. committed to achieving goal 8. cohesive unit
3. focus on teamwork
4. leadership is strong & clear
5. rich source of innovation & new methods

96. Total Quality Management

97. Total Quality Management
-Leadership Through Quality (LTQ)

98. Total Quality Management
-Leadership Through Quality (LTQ)
-Continuous Quality Improvement (CQI)

99. Total Quality Management
-Leadership Through Quality (LTQ)
-Continuous Quality Improvement (CQI)
Characteristics

100. Total Quality Management
-Leadership Through Quality (LTQ)
-Continuous Quality Improvement (CQI)
Characteristics
1. TQM is company wide

101. Total Quality Management
-Leadership Through Quality (LTQ)
-Continuous Quality Improvement (CQI)
Characteristics
1. TQM is company wide
2. CEO & top managers support it

102. Total Quality Management
-Leadership Through Quality (LTQ)
-Continuous Quality Improvement (CQI)
Characteristics
1. TQM is company wide
2. CEO & top managers support it
3. TQM is a value ingrained in corporate culture

103. Total Quality Management
-Leadership Through Quality (LTQ)
-Continuous Quality Improvement (CQI)
Characteristics
1. TQM is company wide
2. CEO & top managers support it
3. TQM is a value ingrained in corporate culture
4. Continuous improvement

104. Total Quality Management
-Leadership Through Quality (LTQ)
-Continuous Quality Improvement (CQI)
Characteristics
1. TQM is company wide
2. CEO & top managers support it
3. TQM is a value ingrained in corporate culture
4. Continuous improvement
5. Forms partnership w/ suppliers & customers

105. Total Quality Management
-Leadership Through Quality (LTQ)
-Continuous Quality Improvement (CQI)
Characteristics
1. TQM is company wide
2. CEO & top managers support it
3. TQM is a value ingrained in corporate culture
4. Continuous improvement
5. Forms partnership w/ suppliers & customers
6. Each employee has a customer

106. Total Quality Management
-Leadership Through Quality (LTQ)
-Continuous Quality Improvement (CQI)
Characteristics
1. TQM is company wide
2. CEO & top managers support it
3. TQM is a value ingrained in corporate culture
4. Continuous improvement
5. Forms partnership w/ suppliers & customers
6. Each employee has a customer
7. Cycle times for products/services are reduced

107. Total Quality Management
-Leadership Through Quality (LTQ)
-Continuous Quality Improvement (CQI)
Characteristics
1. TQM is company wide
2. CEO & top managers support it
3. TQM is a value ingrained in corporate culture
4. Continuous improvement
5. Forms partnership w/ suppliers & customers
6. Each employee has a customer
7. Cycle times for products/services are reduced
8. Various techniques are used

108. Total Quality Management
-Leadership Through Quality (LTQ)
-Continuous Quality Improvement (CQI)
Characteristics
1. TQM is company wide
2. CEO & top managers support it
3. TQM is a value ingrained in corporate culture
4. Continuous improvement
5. Forms partnership w/ suppliers & customers
6. Each employee has a customer
7. Cycle times for products/services are reduced
8. Various techniques are used
9. TQM is doing it right the first time

109. Total Quality Management
-Leadership Through Quality (LTQ)
-Continuous Quality Improvement (CQI)
Characteristics
1. TQM is company wide
2. CEO & top managers support it
3. TQM is a value ingrained in corporate culture
4. Continuous improvement
5. Forms partnership w/ suppliers & customers
6. Each employee has a customer
7. Cycle times for products/services are reduced
8. Various techniques are used
9. TQM is doing it right the first time
10. Organization values & respects everyone.
- corporate citizenship

110. Total Quality Management
-Leadership Through Quality (LTQ)
-Continuous Quality Improvement (CQI)
Characteristics
1. TQM is company wide
2. CEO & top managers support it
3. TQM is a value ingrained in corporate culture
4. Continuous improvement
5. Forms partnership w/ suppliers & customers
6. Each employee has a customer
7. Cycle times for products/services are reduced
8. Various techniques are used
9. TQM is doing it right the first time
10. Organization values & respects everyone.
- corporate citizenship
11. No single formula for everyone

112. Dimensions of Quality

113. Dimensions of Quality
1.Performance

114. Dimensions of Quality
1.Performance
2.Feature

115. Dimensions of Quality
1.Performance
2.Feature
3.Reliability

116. Dimensions of Quality
1.Performance
2.Feature
3.Reliability
4.Conformance

117. Dimensions of Quality
1.Performance
2.Feature
3.Reliability
4.Conformance
5.Durability

118. Dimensions of Quality
1.Performance
2.Feature
3.Reliability
4.Conformance
5.Durability
6.Serviceability

119. Dimensions of Quality
1.Performance
2.Feature
3.Reliability
4.Conformance
5.Durability
6.Serviceability
7.Aesthetics

120. Dimensions of Quality
1.Performance
2.Feature
3.Reliability
4.Conformance
5.Durability
6.Serviceability
7.Aesthetics
8.Perceived Quality

121. Dimensions of Quality
1.Performance -primary operating characteristics
of a product
2.Feature
3.Reliability
4.Conformance
5.Durability
6.Serviceability
7.Aesthetics
8.Perceived Quality

122. Dimensions of Quality
1.Performance -primary operating characteristics
of a product
2.Feature -add-ons or supplements
3.Reliability
4.Conformance
5.Durability
6.Serviceability
7.Aesthetics
8.Perceived Quality

123. Dimensions of Quality
1.Performance -primary operating characteristics
of a product
2.Feature -add-ons or supplements
3.Reliability -no malfunctions/ breakage for a
specific period of time
4.Conformance
5.Durability
6.Serviceability
7.Aesthetics
8.Perceived Quality

124. Dimensions of Quality
1.Performance -primary operating characteristics
of a product
2.Feature -add-ons or supplements
3.Reliability -no malfunctions/ breakage for a
specific period of time
4.Conformance -degree of meeting standards
5.Durability
6.Serviceability
7.Aesthetics
8.Perceived Quality

125. Dimensions of Quality
1.Performance -primary operating characteristics
of a product
2.Feature -add-ons or supplements
3.Reliability -no malfunctions/ breakage for a
specific period of time
4.Conformance -degree of meeting standards
5.Durability -a product’s life
6.Serviceability
7.Aesthetics
8.Perceived Quality

126. Dimensions of Quality
1.Performance -primary operating characteristics
of a product
2.Feature -add-ons or supplements
3.Reliability -no malfunctions/ breakage for a
specific period of time
4.Conformance -degree of meeting standards
5.Durability -a product’s life
6.Serviceability -speed & ease of repair
7.Aesthetics
8.Perceived Quality

127. Dimensions of Quality
1.Performance -primary operating characteristics
of a product
2.Feature -add-ons or supplements
3.Reliability -no malfunctions/ breakage for a
specific period of time
4.Conformance -degree of meeting standards
5.Durability -a product’s life
6.Serviceability -speed & ease of repair
7.Aesthetics -a product’s look
8.Perceived Quality

128. Dimensions of Quality
1.Performance -primary operating characteristics
of a product
2.Feature -add-ons or supplements
3.Reliability -no malfunctions/ breakage for a
specific period of time
4.Conformance -degree of meeting standards
5.Durability -a product’s life
6.Serviceability -speed & ease of repair
7.Aesthetics -a product’s look
8.Perceived Quality -quality as received by
customers

129. Frederick W. Taylor

130. Frederick W. Taylor
-published a book; “Principles of Scientific
Management”.

131. Frederick W. Taylor
-published a book; “Principles of Scientific
Management”.
Principles of Scientific Management

132. Frederick W. Taylor
-published a book; “Principles of Scientific
Management”.
Principles of Scientific Management
-study of relationships between people &
tasks for the purpose of redesigning the
work process to increase efficiency.