GLOBALIZATION

Not limited to selling products outside of the US

There is also competition among personnelEXAMPLE: PEPSI and Coca-

Cola

GLOBALIZATION

Tech Companies like Dell, HP and others have major

operations outside of the United States

Example: Customer Service

GLOBALIZATION

Coca-Cola has higher sales in Mexico than any other country

Coca-Cola is Africa’s largest employer Coca-Cola CEO says, Africa is

key to the company’s growth

GLOBALIZATION

According to Fortune Magazine– Apple – Amazon– Google– Berkshire Hathaway

(Investment Company) – Starbuck’s

MOST ADMIRED COMPANIES

Technology both helps (creates new opportunities) and complicates

The producer of desktop computers had to rethink strategies

Why is a laptop different than a desktop???

TECHNOLOGICAL CHANGE

Technology impacts other companies How does technology impact

Starbucks?Airports and other

public places

TECHNOLOGICAL CHANGE

How did people communicate prior to the internet?

TECHNOLOGY

The internet today: It is a place where goods and

services are sold It is a distribution channel It is an information service It drives down cost It speeds up globalization It improves efficiency It allows people to watch and

learn

TECHNOLOGY

What are the negative effects of globalization and technology???

GLOBALIZATION AND TECHNOLOGY

Finding, unlocking, sharing and altogether capitalizing on the most precious resources of an organization: expertise, skills wisdom and relationships

KNOWLEDGE MANAGEMENT

This is the creative processGood companies have figured

out how to be efficient at producing physical goods

Examples: Software, data, and advertising

Examples: Hospitals manage a patient’s data to make care easier

KNOWLEDGE

Good Management ensures - communication is effectively distributed throughout the organization

Toyota: Brings together design engineers and manufacturing workers

Customers are also a resource companies can use to acquire information

KNOWLEDGE: COLLABORATION

Innovation, quality, service, speedIdentify companies and what you

perceive to be that companies competitive advantage

COMPETITIVE ADVANTAGE

Technology Cell PhoneComputers

Fast Food IndustryDunkin Donuts Fast Food Plus +++

Chipotle Applebee’sOlive Garden

INNOVATION:

THE INTRODUCTION OF NEW GOODS AND SERVICES

The excellence of your products

QUALITY:

The speed and dependability with which an organization delivers what customers want

Fast and timely execution, response and delivery of results

How fast can you get new products to the market

SERVICE

AND

SPEED

Walmart Keep the cost low and price

products at levels that are attractive to customers

Singapore AirlinesRyanair Airlines Under Armour, Nike, etc.Tech. CompaniesRestaurant (Chain), fast food,

etc.

COST COMPETITIVENESS

You should not focus to be good in just one area

DELIVERY OF PERFORMANCE

The management function of systematically making decisions about the goals and activities that an individual, a group a work unit or the overall organization will pursue

SWOT Analysis

THE FUNCTIONS OF MANAGEMENT: PLANNING

The monetary amount associated with how well a job, task good or service meets user’s needs

How can a person add value to a company?

VALUE

Delivering value is a continual process

Identify opportunities to create, seize, strengthen and sustain competitive advantage

VALUE

The management function of assembling and coordinating human, financial, physical, informational, and other resources needed to achieve goals

ORGANIZING

The management function that involves the manager’s efforts to stimulate high performance by employees

Involves day-t0-day contact, helping to guide and inspire people toward achieving team and organizational goals

Leaders must be good at mobilizing people to contribute their ideas.

LEADING

The function of monitoring performance and making needed changes

By controlling, managers make sure the organization’s resources are being used as planned

Are the outcomes consistent with our goal s

CONTROLLING:

LEARNING AND CHANGING

Personal application

How are you managing or leading your own life

How are you adding value (Create Value)

How are you organizing for personal effectiveness (Organize)

How are you mobilizing your own talents (leading)

How are you monitoring performance Controlling)

CONTROLLING

Senior executivesResponsible for overall managementAlso referred to as strategic

managementTheir focus is long-term issues

Emphasis: survival, growth, and effectiveness

TOP LEVEL MANAGEMENT

Titles include: CEO, COO, and CIO

TOP LEVEL MANAGEMENT

Also called tactical managers They translate the general goals

and philosophy into executable plans

They bridge the gap between the CEO, COO and CIO and lower levels

MIDDLE LEVEL MANAGERS

They are closer to the action than the CEO and COO’s

They are able to identify the problems and opportunities They are the problem solver

MIDDLE LEVEL MANAGERS

Also called operational managers Titles such as Supervisor or Sales

Manager They are directly involved with non-

management employeesThey are the link between

management and non-management

Companies that are successful, allow for a level of creativity and flexibility

FRONT LINE MANAGERS

Frontline Managers

Middle-level managers

Top-levelManagers

Changing Roles From operational implementers to aggressive entrepreneurs

From administrative controllers to supportive coaches

From resource allocators to institutional leaders

Key Activities Creating and pursuing new growth opportunities

Developing individuals and supporting their activities

Establishing high performance standards

Attracting and developing resources

Linking dispersed knowledge and skills across units

Institutionalizing a set of norms and values to support cooperation and trust

Managing continuous improvement within the unit

Managing tension between short-term purpose and long-term ambition

Creating an overarching cooperate purpose and ambition

Technical skills Conceptual skills

Ability to identify and resolve problems

Interpersonal skills and communication skills Motivate, communicate

effectivelyYour ability to lead and

motivate will determine how high you go

MANAGEMENT SKILLS

Be both a Specialist and a generalist

What is the hierarchy of a particular career?

Be self-reliantStay connected

Social Capital

Two possibilities Passive employee

Waits for instructions from their supervisor

Active contributor Employee and Organization

benefit from each other

MANAGE RELATIONSHIPS

Successful executives share some common traitsWhat needs to be done ?Write an action planTake responsibilities for decisionsFocus on opportunities rather than

problems

SURVIVE AND THRIVE