PGD ITM & TM SEMESTER I
PDG ITM 106
MANAGEMENT FUNDAMENTALS &
INFORMATION SYSTEMS
1.
2.
TOTAL NUMBER OF HOURS
TOTAL NUMBER OF SESSIONS [1 HOURS]
•
•
VJ GOMES
SUDHIR BHATNAGAR
60
60
18
42
2 MIN [2 MIN]
PGD ITM & TM SEMESTER I
PDG ITM 106
MANAGEMENTAL FUNDAMENTALS &
INFORMATION SYSTEMS
1
INTRODUCTION TO MANAGEMENT [2 HOURS / 1 SESSION]
1.1 UNDERSTANDING THE MEANING & DEFINITIONS OF MANAGEMENT
1.2 IMPORTANCE OF MANAGEMENT IN TODAY’S ORGANIZATIONS
1.3 AN OVERVIEW OF MANAGEMENT PROCESSES- PLANNING,
ORGANIZING, STAFFING, DIRECTING, COORDINATING &
CONTROLLING
1.4 EVOLUTION OF MANAGEMENT THOUGHT – THE CLASSICAL
SCHOOL, THE BEHAVIORAL APPROACH, THE MANAGEMENT
SCIENCE APPROACH, THE CONTINGENCY APPROACH & THE
SYSTEMS APPROACH
3 MIN [5 MIN]
INTRODUCTION TO MANAGEMENT
HEWLETT-PACKARD COMPANY (HP)
CASE
• INNOVATIVE ORGANISATION
– DEVELOPMENT OF MANY NEW PRODUCTS
• THE COMPETITIVE EDGE – EMPHASIS DEVELOPING QUALITY
• MANAGEMENT APPROACHES CRITICAL TO ORGANIZATIONAL
SUCCESS
– INITIATING TOTAL QUALITY MANAGEMENT SYSTEMS
• TECHNIQUES THAT ARE ESPECIALLY EFFECTIVE
– MANAGING CHANGE
– PROMOTING INNOVATION
• BUILDING & SUCCESSFULLY MANAGING A DIVERSE WORK FORCE
• IMPORTANCE OF ADOPTING A GLOBAL PERSPECTIVE
– MANAGERS MUST OPERATE IN AN INTERNATIONAL MARKET PLACE
• 70% OF HP’S BUSINESS FROM OUTSIDE USA
• TOP 10 US EXPORTERS
15 MIN [20 MIN]
INTRODUCTION TO MANAGEMENT
MANAGEMENT : AN OVERVIEW
• ORGANISATION : TWO OR MORE PERSONS ENGAGED IN A
SYSTEMATIC EFFORT TO PRODUCE GOODS OR SERVICES
–
–
DAVID R WHITWAM, 1987 CEO WHIRLPOOL [1989 $1 BILLION FOR NV PHILIPS]
• NOW A $10 BILLION PLUS GLOBAL GIANT
• MANUFACTURING FACILITIES IN OVER 12 COUNTRIES & MARKETING EFFORTS IN OVER
120 LOCATIONS
WILLIAM H BRICKER, CEO DIAMOND SHAMROCK
• PROFITABLE CHEMICAL COMPANY WITH MODEST OIL HOLDINGS
• NOW DEBT-RIDDEN ENERGY COMPANY
• WHAT IS MANAGEMENT ? ART OR SCIENCE
• MANAGEMENT : THE PROCESS OF ACHIEVING ORGANIZATIONAL
GOALS BY ENGAGING IN THE FOUR MAJOR FUNCTIONS OF
• PLANNING
• ORGANIZING
• STAFFING
• LEADING
• CONTROLLING
3 MIN [23 MIN]
INTRODUCTION TO MANAGEMENT
GOAL INPUTS OF CLAIMANTS
1. EMPLOYEES 5. GOVERNMENTS
2. CONSUMERS 6. COMMUNITY
3. SUPPLIERS
7. OTHER
4. STOCKHOLDERS
INPUTS
1. HUMAN
2. CAPITAL
3. MANAGERIAL
4. TECHNOLOGICAL
OUTPUTS
1. PRODUCTS 4. SATISFACTION
2. SERVICES 5. GOAL INTERGRATION
3. PROFITS
MANAGERIAL KNOWLEDGE, GOALS OF CLAIMANTS
& USE OF INPUTS
REENERGIZING THE
SYSTEM
PLANNING
ORGANIZING
STAFFING
LEADING
CONTROLLING
TO PRODUCE OUTPUTS
EXTERNAL ENVIRONMENT
FACILITATED BY COMMUNICATION THAT ALSO LINKS
THE ORGANIZATION WITH THE EXTERNAL ENVIRONMENT
EXTERNAL ENVIRONMENT
THE CHALLENGE OF MANAGEMENT
MANAGEMENT : AN OVERVIEW
• PLANNING : THE PROCESS OF SETTING GOALS AND DECIDING
HOW BEST TO ACHIEVE THEM
–
WHIRLPOOL’S OVERALL OBJECTIVE TO ACHIEVE WORLD-CLASS PERFORMANCE IN
DELIVERING SHAREHOLDER VALUE
• INTENSIVE EFFORT TO UNDERSTAND THE CUSTOMER
• RESPOND TO GENUINE NEEDS THROUGH BREAKTHROUGH PRODUCTS & SERVICES
• STRATEGY FOLLOWED BY PHILIPS – COMPLETELY DIFFERENT PRODUCTS FOR EACH
NATIONAL MARKET
• ONE COMPANY WORLDWIDE – DEVELOPING INNOVATIVE COMMON PLATFORMS
• SAVE SUBSTANTIALLY ON DEVELOPING & MANUFACTURING COSTS & INCORPORATE
LATEST ADVANCES ACROSS BRANDS
–
DIAMOND SHAMROCK’S GOAL TO CHANGE THE CHEMICAL COMPANY INTO MAJOR ENERGY
COMPANY
• BASED ON BRICKER’S VIEW IN LATE 1970s [LATER PROVED TO BE WRONG]
– ENERGY PRICES WOULD CONTINUE TO RISE
• PROGRESS TOWARDS THE GOAL WAS ERRATIC & REFLECTED POOR PLANNING
• SOLD ITS GAS STATIONS TO SIGMOR CORP & THEN BOUGHT THEM BACK 5 YEARS
LATER
• OVERPAID $600 MILLION WHEN PURCHASING SAN FRANCISCO BASED NATOMAS FOR
$1.3 BILLION
THE CHALLENGE OF MANAGEMENT
MANAGEMENT : AN OVERVIEW
• ORGANIZING : THE PROCESS OF ALLOCATING AND ARRANGING
HUMAN AND NONHUMAN RESOURCES SO THAT PLANS CAN BE
CARRIED OUT SUCCESSFULLY
• DETERMINE WHICH TASKS ARE TO BE DONE
• HOW TASKS CAN BEST BE COMBINED INTO SPECIFIC JOBS
• HOW JOBS CAN BE GROUPED INTO VARIOUS UNITS THAT MAKE UP THE
STRUCTURE OF THE ORGANISATION
• STAFFING JOBS WITH INDIVIDUALS WHO CAN SUCCESSFULLY CARRY OUT
PLANS
–
–
–
WHIRLPOOL IN THEIR QUEST TO BE A TRULY A GLOBAL COMPANY TAKES ADVANTAGE OF
BEST EXPERTISE REGARDLESS OF WHERE IT IS IN THE WORLD
INITIAL PAROCHIAL ATTITUDE WHEN ENGINEERE & MANUFACTURERS FROM US VISITED
PHILIPS EUROPEAN PLANTS & VICE VERSA
LATER GROUPS WORKED TOGETHER & WHIRLPOOL DESIGNED FRIDGE THAT WOULD BEST
REDUCE ENERGY CONSUMPTION & DAMAGE TO ENVIRONMENT
•
–
REFRGERATOR THAT COOLS WITHOUT USE OF CFC [CHLOROFLUROCARBONS]
– INSULATION TECHNOLOGY FROM EUROPEAN GROUP
– COMPRESSOR TECHNOLOGY FROM BRAZALIAN ASSOCIATES
– MANUFACTURING & DESIGN INPUTS FROM US PERSONNEL
IN CONTRAST AT DIAMOND SHAMROCK UNDER BRICKER CONSIDERABLE ORGANIZING
EFFORT WAS CHANNELED TOWARDS DEVELOPING LUXURIOUS FACILITIES DESPITE
COMPANY’S DIFFICULTIES RESOURCES WERE ALLOCATED FOR AMENITIES
•
•
•
12,000 ACRE TEXAS RANCH
FLEET OF CORPORATE AIRPLANES
$ 1 MILLION BOX AT THE DALLAS STADIUM
THE CHALLENGE OF MANAGEMENT
MANAGEMENT : AN OVERVIEW
• LEADING : THE PROCESS OF INFLUENCING OTHERS TO ENGAGE
IN THE WORK BEHAVIOURS NECESSARY TO REACH
ORGANIZATIONAL GOALS
•
•
•
•
•
–
COMMUNICATING WITH OTHERS
HELPING TO OUTLINE A VISION OF WHAT CAN BE ACCOMPLISHED
PROVIDING DIRECTION
MOTIVATING MEMBERS TO PUT FORTH THE EFFORT REQUIRED
ENCOURAGING NECESSARY LEVELS OF CHANGE & INNOVATION
AT WHIRLPOOL THE VISION WAS CLEARLY ARTICULATED TO EVERYONE
•
•
BE ONE COMPANY WORLDWIDE
PROVIDE WORLD CLASS PERFORMANCE IN TERMS OF SHAREHOLDER VALUE
–
–
•
PREVIOUSLY EMPLOYEES WERE TOLD WHAT TO DO BY SENIOR MANAGEMENT
–
–
–
–
IT WAS EXPLAINED THROUGHOUT THE ORGANIZATION THAT CREATING SHAREHOLDER VALUE WOULD ALSO MAKE
IT POSSIBLE
TO CREATE VALUE FOR OTHER STAKEHOLDERS, EMPLOYEES, LOCAL COMMUNITIES, SUPPLIERS AND SO ON
WHITWAM ARGUES THAT A CONTEMPORARY CEO MUST CONVINCE EMPLOYEES WHY A TRANSFORMATION IS
REQUIRED IN ORDER THAT THEY SUPPORT NEW DIRECTION
EMPLOYEES SHOULD BE MOTIVATED TO DEVELOP INNOVATIVE NEW IDEAS
WHITWAM BUILT A SHARED UNDERSTANDING ACROSS DIVERSE GROUP OF MULTILINGUAL & MULTINATIONAL
EMPLOYEES
AT DIAMOND SHAMROCK, BRICKER HAD BEEN CHOSEN PARTIALLY FOR HIS SUPPORT OF
THE COMPANY’S TRADITION OF PARTICIPATORY MANAGEMENT
•
•
HOWEVER, AFTER BECOMING THE CEO HE ASSUMED AN AUTOCRATIC STYLE
MANY EXECUTIVES CONCLUDED THAT IT WAS USELESS TO FIGHT BRICKER OVER HIS HIGH RISK
IDEAS
THE CHALLENGE OF MANAGEMENT
MANAGEMENT : AN OVERVIEW
• CONTROLLING : THE PROCESS OF REGULATING
ORGANIZATIONAL ACTIVITIES SO THAT ACTUAL PERFORMANCE
CONFORMS TO EXPECTED ORGANIZATIONAL STANDARDS & GOALS
•
•
•
•
–
TO AID GLOBALISATION THRUST, WHIRLPOOL CREATED 15 PROJECTS WHICH THEY
CALLED ‘ONE COMPANY CHALLENGES’
•
•
•
•
•
•
–
MONITOR ONGOING ACTIVITIES
COMPARE RESULTS WITH EXPECTED STANDARDS
PROGRESS TOWARDS GOALS
TAKE CORRECTIVE ACTION AS NEEDED
TOTAL QUALITY MANAGEMENT SYSTEM
INCORPORATING BEST FEATURES OF EUROPEAN & US PARTS OF THE COMPANY
AIMED AT CONTINUOUS IMPROVEMENT
NOT ENOUGH TO CREATE A VISION & GREAT PLAN
CRITICAL TO ENGAGE IN ‘RELENTLESS FOLLOW THROUGH’
ESTABLISH ACCOUNTABILITY THROUGHOUT THE ORGANIZATION
AS OIL PRICES BEGAN TO DROP, DIAMOND SHAMROCK STARTED TO SELL ASSETS & CUT
EXPENSES
•
•
•
HOWEVER, $9 MILLION RANCH WAS RETAINED
FLEET OF FIVE COMPANY PLANES CUT BACK TO THREE
CONFLICTS OF INTEREST INVOLVING COMPANY DEALINGS WITH BRICKER’S FRIENDS BEGAN TO
EMERGE
EXTENDED MODEL OF THE MANAGEMENT PROCESS
KNOWLEDGE
BASE & KEY
MANAGEMENT SKILLS
WORK
AGENDA
WORK
METHODS
AND
ROLES
MANAGEMENT
FUNCTIONS
• PLANNING
• ORGANIZING
• LEADING
• CONTROLLING
PERFORMANCE
(GOAL ACHIEVEMENT)
THE CHALLENGE OF MANAGEMENT
• WHAT MANAGERS ACTUALLY DO [HENRY MINTZBERG]
– UNRELENTING PACE [COFFEE BREAKS, 36 PIECES MAIL, 18H A
DAY]
– BREVITY, VARIETY & FRAGMENTATION [EACH ACTIVITY 9 MIN,
10A5 TOOK 1 HOUR,TELE CALLS SHORT 6 MIN, MEETINGS10 TO
15 MIN]
– VERBAL CONTACTS & NETWORKS [STRONG PREFERENCE FOR
VERBAL COMMUNICATION, RELIED HEAVILY ON NETWORKS]
• NETWORK : A SET OF COOPERATIVE RELATIONSHIPS WITH
INDIVIDUALS WHOSE HELP IS NEEDED IN ORDER FOR A
MANAGER TO FUNCTION
• IMPLICATIONS OF MINTZBERG’S FINDINGS
– FOCUSED ON TOP LEVEL MANAGERS
– FINDINGS APPLY TO WIDE VARIETY OF MANAGERS
• FACTORY SUPERVISORS ENGAGE IN BETWEEN 237 & 1073
ACTIVITIES ON A GIVEN WORKDAY [MORE THAN ONE ACTIVITY
EVERY 2 MINUTES]
THE CHALLENGE OF MANAGEMENT
HOW TO BUILD NETWORKS
• PRINCIPLE OF RECIPROCITY
– RESOURCES
: GIVING BUDGET INCREASES, PERSONNEL,
SPACE, ETC
– ASSISTANCE
: HELPING WITH PROJECTS OR TAKING ON
UNWANTED TASKS
– INFORMATION : FURNISHING ORGANIZATIONAL AND / OR
TECHNICAL KNOWLEDGE
– RECOGNITION : ACKNOWLEDGING EFFORT, ACCOMPLISHMENT
OR ABILITIES
– VISIBILITY
: PROVIDING THE CHANCE TO BE KNOWN BY
HIGHER UPS
– ADVANCEMENT : GIVING TASKS THAT CAN AID IN PROMOTION
– PERSONAL SUPPORT : PROVIDING PERSONAL & EMOTIONAL
BACKING
ITM
– UNDERSTANDING : LISTENING TO OTHER’S CONCERNS
16
JUL
MANAGERIAL ROLES
ROLE AN ORGANIZED SET OF BEHAVIOURS ASSOCIATED WITH A
PARTICULAR OFFICE OR POSITION
1. INTERPERSONAL ROLE
2. INFORMATIONAL ROLE
3. DECISIONAL ROLE
MINTZBERG’S 10 MANAGERIAL ROLES
INTERPERSONAL
1 FIGUREHEAD Performs symbolic duties of
a legal or social nature
2 LEADER Builds relationships with
subordinates & communicates with,
motivates & coaches them
3 LIAISON Maintains networks of contacts
outside work unit who provide help &
information
MINTZBERG’S 10 MANAGERIAL ROLES
INFORMATIONAL
4 MONITOR Seeks internal & external
information about issues that can affect
organization
5 DISSEMINATOR Transmits information
internally that is obtained from either
internal or external sources
6 SPOKESPERSON Transmits information
about the organization to outsiders
MINTZBERG’S 10 MANAGERIAL ROLES
7
8
9
10
DECISIONAL
ENTREPRENEUR Acts as initiator,
designer, & encourager of change &
innovation
DISTURBANCE HANDLER Takes
corrective action when organization faces
important, unexpected difficulties
RESOURCE ALLOCATOR Distributes
resources of all types including time,
funding, equipment, * human resources
NEGOTIATOR Represents the organization
in major negotiations affecting the
manager’s areas of responsibility
MANAGERIAL WORK AGENDAS
WORK AGENDA [JOHN KOTTER]
A LOOSELY CONNECTED SET OF TENTATIVE GOALS
AND TASKS THAT A MANAGER IS ATTEMPTING TO
ACCOMPLISH
–
–
USUALLY DEVELOP WORK AGENDAS DURING FIRST SIX
MONTHS
AGENDAS CONTINUALLY SUBJECT TO REASSESSMENT
•
•
–
AGENDAS ADDRESS
•
•
–
–
CHANGING CIRCUMSTANCES
EMERGING OPPORTUNITIES
IMMENIATE JOB RESPONSIBILITIES
LONG RUN JOB RESPONSIBILITIES
AGENDAS ARE IN ADDITION TO MORE FORMAL
ORGANIZATIONAL PLANS
KOTTER : TO PUT THEIR WORK AGENDAS INTO PRACTICE,
MANAGERS WORK HARD TO ESTABLISH ‘NETWORKS’
MANAGERIAL WORK AGENDAS
FACTORS INFLUENCING WORK AGENDAS
1 JOB DEMANDS are activities that the
manager must do in a job [10% INCREASE IN
SALES……]
2 JOB CONSTRAINTS are the factors, both
inside & outside the organization, that limit
what a manager can do [RESOURCE LINITATIONS,
LEGAL RESTRICTIONS, TECHNOLOGICAL LIMITATIONS……]
3 JOB CHOICES are work activities that the
manager can do but does not have to do
[INITIATE A PROPOSAL FOR COMPUTERIZED TRACKING SYSTEM]
MANAGERIAL KNOWLEDGE, SKILLS AND PERFORMANCE
KNOWLEDGE BASE
• REASONABLY EXTENSIVE KNOWLEDGE
BASE RELEVANT TO THEIR PARTICULAR
MANAGERIAL JOB
– INFORMATION WRT INDUSTRY & ITS
TECHNOLOGY
– COMPANY POLICIES & PRACTICES
– COMPANY GOALS & PLANS
– COMPANY CULTURE
– PERSONALITIES OF KEY ORGANIZATIONAL
MEMBERS & IMPORTANT SUPPLIERS &
CUSTOMERS
MANAGERIAL KNOWLEDGE, SKILLS AND PERFORMANCE
KEY MANAGEMENT SKILLS
• TECHNICAL SKILLS are skills that reflect both an
understanding of and a proficiency in a
specialized field [Accounting, Finance, Engineering,
Manufacturing, Computer Science …..]
• HUMAN SKILLS are skills associated with a
manager’s ability to work well with others, both as
a member of a group and as a leader who gets
things done through others [Communication,
Motivation…]
• CONCEPTUAL SKILLS are skills related to the
ability to visualize the organization as a whole,
discern interrelationships among organizational
parts, and understand how the organization fits
into the wider context of the industry, community,
and the world
MANAGERIAL KNOWLEDGE, SKILLS AND PERFORMANCE
PERFORMANCE
• EFFECTIVENESS is the ability to choose appropriate goals
and achieve them
• SOUTHWEST AIRWAYS FOCUSED ON FRIENDLY, NO
FRILLS SERVICE (NO MEALS), LOW COST
• Drucker : effectiveness is essentially “DOING THE RIGHT
THINGS”
EFFICIENCY is the ability to make the best use of available
resources in the process of achieving goals
• SOUTHWEST AIRLINES TURNAROUND TIME (TIME ON
GROUND) WAS 39 MIN COMPARED TO 70 TO 90 MIN FOR
MOST OTHERS
• PASSENGER TO EMPLOYEE RATIO WAS DOUBLE THE
FIGURE FOR OTHER AIRLINES [teamwork]
• Drucker : efficiency is essentially “DOING THINGS RIGHT”
MANAGERIAL JOB TYPES
MANAGERIAL JOBS VARY ON THE BASIS OF TWO
IMPORTANT DIMENSIONS
• VERTICAL DIMENSION : focusing on different hierarchical
levels in the organization
• HORIZONTAL DIMENSION : addressing variations in
managers’ responsibility areas
VERTICAL DIMENSION : HIERARCHICAL LEVELS
• Managerial jobs in an organization fall into three categories
– FIRST LINE
– MIDDLE
– TOP
• These Categories represent vertical differentiation among
managers
MANAGERIAL JOB TYPES
VERTICAL DIMENSION : HIERARCHICAL LEVELS
VERTICAL
LEVELS OF
MANAGEMENT
TOP
MIDDLE
FIRST LINE
HR
R&D
MKTG
FINANCE
ACCT
ENGG
HORIZONTAL RESPONSIBILITY AREAS
MANAGERIAL JOB TYPES
FIRST LINE MANAGERS [FIRST LINE SUPERVISORS]
• Managers at the lowest level of the hierarchy who are
directly responsible for the work of operating [non
managerial] employees
– Responsible to ensure that day to day operations run
smoothly in pursuit of organizational goals
– Interface between management & rest of workforce
– Usually find themselves in the middle of conflicting
demands
– Power of first line supervisors eroding
• Union influence
• Increasing education level of workers
• Trend towards work teams
• Growing use of Computers to track activities
MANAGERIAL JOB TYPES
MIDDLE MANAGERS
• Managers beneath the top levels of the hierarchy who are
directly responsible for the work of managers at lower
levels
– Mainly responsible for implementing overall organizational plans so
that organizational goals are achieved
– Earlier several layers of middle managers
– Trend now is to cut number of managerial levels
• Lower costs
• Reduce the layers involved in decision making
• Facilitate communication
• Greater autonomy & responsibility
• Increased pressure & longer hours
– Distinction between managers and those managed is declining
• Less emphasis on hierarchical level and more weight on
– Horizontal influence
– Reliance on peer networks
– Greater access to information
MANAGERIAL JOB TYPES
TOP MANAGERS
• Managers at the very top levels of the hierarchy who are ultimately
responsible for the entire organization
–
–
–
–
Few in number
Often referred to as executives [also used to include Middle level]
Direct responsibility for upper layer of middle managers
Typically oversee
• Overall Planning for the Organization
• Work to some degree with Middle Managers to implement the Planning
• Maintain overall Control over the progress of the Organization
– Public Corporations
• Top Management report to the Board of Directors
– Board of Directors
• Elected by Shareholders
– For purpose of guiding Corporate affairs
– Selecting Officers
– Typically the Board appoints the CEO who then selects top
managers
– CEO also serves as Chairperson of the Board
• Recent Studies suggest that Companies perform better when the CEO
does not also hold the position of Board Chairperson [allows the Board
to more adequately monitor performance]
USE OF MANAGEMENT FUNCTIONS AT DIFFERENT
HIERARCHICAL LEVELS
PLANNING
ORGANIZING
LEADING
CONTROLLING
FIRST LINE
MIDDLE
MANAGERS MANAGERS
TOP
MANAGERS
BASIC MANAGERIAL PROCESS APPLIES TO ALL THREE HIERARCHICAL
LEVELS OF MANAGEMENT, THERE ARE SOME DIFFERENCES IN EMPHASIS
USE OF KEY MANAGEMENT SKILLS AT DIFFERENT
HIERARCHICAL LEVELS
TECHNICAL SKILLS
HUMAN SKILLS
CONCEPTUAL SKILLS
FIRST LINE
MANAGERS
MIDDLE
MANAGERS
TOP
MANAGERS
BASIC MANAGERIAL PROCESS APPLIES TO ALL THREE HIERARCHICAL
LEVELS OF MANAGEMENT, THERE ARE SOME DIFFERENCES IN EMPHASIS
REASONS FOR EXECUTIVE DERAILMENT
1. PROBLEMS WITH INTERPERSONAL
RELATIONSHIPS
2. FAILURE TO MEET BUSINESS
OBJECTIVES
3. INABILITY TO BUILD AND LEAD A TEAM
4. INABILITY TO DEVELOP OR ADAPT
THE ENTREPRENEURIAL ROLE
INNOVATION A new idea applied to initiating or improving a
process, product, or service
INTRAPRENEURS Individuals who engage in
entrepreneurial roles inside organizations
INTRAPRENEURSHIP
organization
The process of innovating within an
IDEA CHAMPION An individual who generates a new
idea or believes in the value of a new idea and supports it in
the face of numerous potential obstacles
THE ENTREPRENEURIAL ROLE
SPONSOR A middle manager who recognizes the
organizational significance of an idea, helps obtain
the necessary funding for development of the
innovation, and facilitates its actual implementation
ORCHESTRATOR A high level manager who
articulates the need for innovation, provides funding
for innovating activities, creates incentives for
middle managers to sponsor new ideas, and
protects idea people
MANAGERIAL JOB TYPES
MANAGERIAL JOBS VARY ON THE BASIS OF
TWO IMPORTANT DIMENSIONS
• VERTICAL DIMENSION : focusing on
different hierarchical levels in the
organization [COVERED IN PREVIOUS SLIDES]
• HORIZONTAL DIMENSION : addressing
variations in managers’ responsibility areas
HORIZONTAL DIMENSION : RESPONSIBILITY AREAS
FUNCTIONAL MANAGERS MANAGERS WHO HAVE
RESPONSIBILITY FOR A SPECIFIC, SPECIALIZED AREA OF
THE ORGANIZATION AND SUPERVISE MAINLY INDIVIDUALS
WITH EXPERTISE AND TRAINING IN THAT AREA [FINANCE,
MANUFACTURING & OPERATIONS, MARKETING, HUMAN RESOURCE
MANAGEMENT, ACCOUNTING, QUALITY ASSURANCE, ENGINEERING]
GENERAL MANAGERS MANAGERS WHO HAVE
RESPONSIBILITY FOR A WHOLE ORGANIZATION OR
SUBSTANTIAL SUBUNIT THAT INCLUDES MOST OF THE
COMMON SPECIALIZED AREAS
PROJECT MANAGERS MANAGERS WHO HAVE
RESPONSIBILITY FOR COORDINATING EFFORTS
INVOLVING INDIVIDUALS IN SEVERAL DIFFERENT
ORGANIZATIONAL UNITS WHO ARE ALL WORKING ON A
PARTICULAR PROJECT
LEARNING TO BE AN EFFECTIVE MANAGER
HOW CAN ONE LEARN TO BE AN EFFECTIVE MANAGER ?
• BECOMING EFFECTIVE TAKES A COMBINATION OF EDUCATION &
EXPERIENCE
MANAGERIAL EDUCATION
• ADVANCED DEGREES COMBINED WITH
– MBA
– LAW DEGREE
•
•
•
•
ADDITIONAL MANAGEMENT RELATED COURSES
SPECIAL PROGRAMS
ORGANIZATIONAL TRAINING [IN HOUSE / COMMERCIAL]
MANAGEMENT EDUCATION IS A PROCESS THAT CONTINUES
THROUGHOUT THEIR CAREERS
MANAGERIAL EXPERIENCE
• WORK EXPERIENCE IN HIGH SCHOOL
• HOLDING OFFICE IN CAMPUS ORGANIZATIONS
• STUDY : 75% CEOs AT LEAST 45 YEARS OLD
MANAGING IN THE TWENTY-FIRST CENTURY
MANAGING CHANGE & INNOVATION
CHANGE is any alteration of the status quo to which a
Company must respond
INNOVATION is a new idea applied to initiating or improving
a Process, Product, or Service
MANAGING DIVERSITY
The planning & implementing of organizational systems &
practices that maximize the potential of employees to
contribute to organizational goals and develop their
capabilities unhindered by group identities such as race,
gender, age, or ethnic group
•
ATTRACT & RETAIN THE BEST AVAIBLE TALENT - GLOBALLY
WORK FORCE DIVERSITY STUDY DIAGRAM
IQ
RACE
SMOKING
PREFERENCE
WEIGHT
APPEARANCE
PEOPLE
WITH
TRADITIONAL
DISABILITIES
THINKER
NONTRADITIONAL
JOB
ECONOMIC
STATUS
MARITAL
STATUS
DIVERSITY
IS
VALUING
DIFFERENCES
NONTRADITIONAL
THINKER
NATIONALITY
WHITE
COLLAR
RELIGION
GENDER
EDUCATION
SINGLE
PARENT
AGE
HEIGHT
LANGUAGE
BLUE
COLLAR
MANAGING IN THE TWENTY-FIRST CENTURY
DEVELOPING A GLOBAL PERSPECTIVE
• BUSINESSES ARE FACING MORE & MORE GLOBAL COMPETITION
• MORE & MORE COMPANIES ARE LIKELY TO BE DOING BUSINESS IN
OTHER COUNTRIES
• BUSINESSES ARE INCREASINGLY BECOMING GLOBALIZED IN THE
SENSE OF OPERATING AS ONE COMPANY, DESPITE FAR FLUNG
OPERATIONS
– “the world is becoming borderless, thanks to sophisticated
information & transport facilities” Tadahiro Sekimoto, Chairman
NEC Corp
– “Asia will soon be the largest appliance market in the world”
Whitman, CEO Whirlpool
MANAGING IN THE TWENTY-FIRST CENTURY
QUEST FOR TOTAL QUALITY & CONTINUOUS
IMPOROVEMENT
TOTAL QUALITY MANAGEMENT [TQM]
Total Quality Management is a management system that is an
integral part of an organization’s strategy and is aimed at
continually improving product and service quality so as to
achieve high levels of customer satisfaction and build strong
customer loyalty
• ‘Whirlpool Excellence System’ [combination of US & Euro approaches]
• Considerable amount of Companywide Commitment
CONCLUSION
•
•
•
•
•
•
•
•
CHAPTER OUTLINE
LEARNING OBJECTIVES
CHAPTER SUMMARY
OPENING CASE STUDY : HEWLETT PACKARD
QUESTIONS FOR DISCUSSION & REVIEW
DISCUSSION QUESTIONS
SKILL BUILDING : Identifying management functions
MANAGEMENT EXERCISE : Producing the new Binding
Machine
• CASE STUDY 1 : A day in the life of a Bank Manager
• CASE STUDY 2 : George Fischer works to turnaround
KODAK
vj gomes