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Introduction to Management

MANAGER & 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 MANAGERS

First-line Managers

Individuals who manage the work of nonmanagerial 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.

MANAGING FOR COMPETITIVE ADVANTAGE

Cost Competitiveness

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Innovation

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

Quality

Speed

MANAGING FOR COMPETITIVE ADVANTAGE (CONTD.)

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 (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

THE FUNCTIONS OF MANAGEMENT

Managerial Concerns Efficiency -Doing things right Getting the most output for the least inputs Effectiveness -Doing the right things Attaining organizational goals

THE FUNCTIONS OF MANAGEMENT (CONTD.)

THE FUNCTIONS OF MANAGEMENT (CONTD.)

Leading
Organizing Planning Controlling

THE FUNCTIONS OF MANAGEMENT (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 (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

MANAGEMENT SKILLS

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 SKILLS (CONTD.)

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interpersonal and communication skills - ability to work well with people

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increasingly important in todays organizations o greater reliance on teams, information sharing, and coaching

OPERATIONS MANAGEMENT
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OM is the management of systems, which transform inputs into value-added products and/or services.

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

MANUFACTURING VS. SERVICE

Characteristic Output Customer contact Uniformity of input Labor content Uniformity of output Measurement of productivity Manufacturing Tangible Low High Low High Easy Service Intangible High Low High

Low
Difficult Low

Opportunity to correct quality problems High

High

SCOPE OF OM

Operations Management includes: Forecasting Capacity planning Scheduling Managing inventories Assuring quality Motivating employees Deciding where to locate facilities Supply Chain Management (SCM) And more . . .

BUSINESS OPERATIONS OVERLAP

Operations

Marketing

Finance

OPERATIONS INTERFACES
Industrial Engineering Distribution

Maintenance

Purchasing

Operations

Public Relations

Legal Personnel

Accounting

MIS

THANK YOU