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Introduction to Management

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.

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.

1-4CostCompetitiveness

SpeedQuality

Innovation

MANAGING FOR COMPETITIVE MANAGING 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

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 ADVANTAGE MANAGING FOR COMPETITIVE ADVANTAGE (CONTD.)(CONTD.)

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 ADVANTAGE MANAGING FOR COMPETITIVE ADVANTAGE (CONTD.)(CONTD.)

Managerial ConcernsEfficiency

-“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

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

Planning

Leading

ControllingOrganizing

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

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

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

Management skills skill - specific ability that results from knowledge, information, and

aptitude technical skill - ability to perform a specialized task that involves a

certain method or process managers at higher levels rely less on technical skills

conceptual and decision skills - ability to identify problems, resolve problems for the benefit of the organization necessary when considering the overall objectives and strategy of the

organization and the interactions among its different parts assume greater importance as manager acquires more responsibility

MANAGEMENT SKILLSMANAGEMENT SKILLS

o interpersonal and communication skills - ability to work well with peopleo increasingly important in today’s organizations

o greater reliance on teams, information sharing, and coaching

MANAGEMENT SKILLS (CONTD.)MANAGEMENT SKILLS (CONTD.)

Support Functions –

R&D, HR, PR, Accounting, etc.

OPERATIONS MANAGEMENTOPERATIONS MANAGEMENTo OM is the management of systems, which transform inputs into

value-added products and/or services.

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

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

Operations

FinanceMarketing

BUSINESS OPERATIONS OVERLAPBUSINESS OPERATIONS OVERLAP

Public Relations

Accounting

Industrial Engineering

Operations

Maintenance

Personnel

Purchasing

Distribution

MIS

Legal

OPERATIONS INTERFACESOPERATIONS INTERFACES

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