Management & Organization Behavior class Three different Discussions
Managing and Performing
Chapter One
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Learning Objectives
LO 1 Summarize the major challenges of managing in the new competitive landscape
LO 2 Describe the sources of competitive advantage for a company
LO 3 Explain how the functions of management are evolving in today’s business environment
LO 4 Compare how the nature of management varies at different organizational levels
LO 5 Define the skills you need to be an effective manager
LO 6 Discuss the principles that will help you manage your career
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Globalization
Today’s enterprises are global, with offices and production facilities in countries all over the world
Means that a company’s talent can come from anywhere
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Technological Change: The Internet
Marketplace
Means for manufacturing goods and services
Distribution channel
An information service
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Technological Change: The Internet
Drives down costs and speeds up globalization.
Improves efficiency of decision making.
Facilitates design of new products, from pharmaceuticals to financial services
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Knowledge Management
Knowledge management
Practices aimed at discovering and harnessing an organization’s intellectual resources
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Knowledge management is about finding, unlocking, sharing, and altogether capitalizing on the most precious resources of an organization: people’s expertise, skills, wisdom, and relationships.
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Knowledge Management
Knowledge workers
Workers whose primary contributions are ideas and problem-solving expertise
Knowledge managers find these human assets, help people collaborate and learn, help people generate new ideas, and harness those ideas into successful innovations.
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Knowledge Management
Knowledge management is about finding, unlocking, sharing, and altogether capitalizing on the most precious resources of an organization: people’s expertise, skills, wisdom, and relationships.
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Collaboration across Boundaries
Requires productive communications among different departments, divisions, or other subunits of the organization
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Collaboration across “Boundaries”
Companies today must motivate and capitalize on the ideas of people outside the organization e.g. its consultants, ad agencies, and suppliers
Companies must realize that the need to serve the customer drives everything else
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Managing for Competitive Advantage
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Innovation
Quality
Service
Speed
Cost Competitiveness
Sustainability
Question
___________ is the fast and timely execution, response, and delivery of results.
Innovation
Quality
Speed
Service
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The correct answer is c – speed. See slide 1-15
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Managing for Competitive Advantage
Innovation
the introduction of new goods and services
A firm must:
adapt to changes in consumer demands and to new competitors.
be ready with new ways to communicate with customers and deliver the products to them.
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Managing for Competitive Advantage
Quality
The excellence of your product (goods or services)
Historically, quality referred to attractiveness, lack of defects, reliability, and long-term dependability
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Managing for Competitive Advantage
Today quality is about preventing defects before they occur, achieving zero defects in manufacturing, and designing products for quality
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Managing for Competitive Advantage
Service
giving customers what they want or need, when they want it
focused on continually meeting the needs of customers to establish mutually beneficial long-term relationships.
Speed
Fast and timely execution, response, and delivery of results.
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Managing for Competitive Advantage
Cost competitiveness
Keeping costs low to achieve profits and be able to offer prices that are attractive to consumers.
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Managing for Competitive Advantage
Sustainability
The effort to minimize the use of resources, especially those that are polluting and nonrenewable.
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The Functions of Management
Management
The process of working with people and resources to accomplish organizational goals
Efficiently, effectively
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Question
____________ is monitoring performance and making needed changes.
Planning
Organizing
Leading
Controlling
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The correct answer is D – controlling. See slide 1-21
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The Functions of Management
Planning
Systematically making decisions about the goals and activities that an individual, a group, a work unit, or the overall organization will pursue
analyzing current situations, anticipating the future, determining objectives, deciding in what types of activities the company will engage
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The Functions of Management
Organizing
assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals
specifying job responsibilities, grouping jobs into work units, marshaling and allocating resources, and creating conditions so that people and things work together to achieve maximum success
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The Functions of Management
Leading
stimulating people to be high performers
Controlling
monitoring performance and making needed changes.
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Performing All Four Management Functions
A typical day for a manager is not neatly divided into the four functions
Days are busy and fractionated, and spent dealing with interruptions, meetings, and firefighting
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Performing All Four Management Functions
Good managers devote adequate attention and resources to all four management functions.
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Management Levels and Skills
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Top Level Managers
Middle-Level Managers
Frontline Managers
Management Levels and Skills
Top-level managers
Senior executives responsible for the overall management and effectiveness of the organization.
Middle-level managers
Managers located in the middle layers of the organizational hierarchy, reporting to top-level executives.
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Management Levels and Skills
Frontline managers
Lower-level managers who supervise the operational activities of the organization
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Transformation of Management Roles and Activities
Table 1.1
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Managerial Roles: What Managers Do
Table 1.2
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Question
Which management skill is the ability to lead, motivate, and communicate effectively with others?
Technical
Conceptual
Decision
Interpersonal
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The correct answer is D – interpersonal. See slide 1-32
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Management Skills
Technical skill
The ability to perform a specialized task involving a particular method or process
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Management Skills
Conceptual and decision skills
Skills pertaining to the ability to identify and resolve problems for the benefit of the organization and its members.
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Management Skills
Interpersonal and communication skills
People skills; the ability to lead, motivate, and communicate effectively with others.
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You and Your Career
Emotional intelligence
The skills of understanding yourself, managing yourself, and dealing effectively with others.
Social capital
Goodwill stemming from your social relationships
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You and Your Career
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Be both a specialist and a generalist
Be self-reliant
Connect
Actively manage your relationship with your organization
Survive and thrive
Two Relationships: Which Will You Choose?
Figure 1.1
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Managerial Action Is Your Opportunity to Contribute
Figure 1.2
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Common Practices of Successful Executives
They ask “What needs to be done?” not just “What do I want to do?”
They write an action plan. They don’t just think, they do, based on a sound, ethical plan.
They take responsibility for decisions.
They focus on opportunities rather than problems.
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CH2M-Hill
How does CH2M-Hill use knowledge management to operate it’s global business?
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