Skripta - Management

8/12/2019 Skripta - Management

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CHAPTER 1

Management is the process of working with and through others to

achieve organizational objectives in a changing environment.

Management entails the effective and efficient use of limited resources.

Management is a social process in which managers get things done byworking with and through others.

Shortcomings of derailed managers !roblems with interpersonal relationships "ailure to meet business objectives "ailure to build and lead a team #nability to change and adapt during a transition

$ffectiveness $ntails promptly achieving a stated organizational objective

Managers are held responsible for attaining objectives. $fficiency

$ntails balancing the amount of resources used to achieve anobjective against what was actually accomplished

Managers must not waste scarce and costly resources.

FUNCTIONS IN THE MANAGEMENT PROCESS

!lanning


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"ormulating plans and setting objectives to provide direction forfuture courses of action by the organization

%ecision Making &hoosing among the alternative courses of action

'rganizing

%eciding on the human resources structure of the organization Staffing

(ecruiting) training) and developing people who can contributeto the organization

&ommunicating !roviding information) direction) and feedback

Motivating !roviding meaningful work and valued rewards to individuals

pursuing collective objectives *eading

Serving as role models and adapting management styles as the

situation demands &ontrolling

&omparing desired results with actual results and takingcorrective action as needed

WILSONS MANAGERIAL SKILLS

Skill category+

Technical: applying your education) training and e,perience to

effectively organize a task) job or project.

Skills+ Technical expe!i"e:skills you have ac-uired by education and

e,perience to understand and communicate key technical details.

Clai#ica!i$n $# %$al" an& $'(ec!i)e":your ability to organize or

schedule the work of your unit so it is achieved when e,pected) andmeets established standards.

P$'le* "$l)in%:your ability to resolve issues you confront in the

day/s work to develop team collaboration in facing problems.

I*a%ina!i$n an& cea!i)i!+:you demonstrate an ability to originate

ideas) to correct and develop ways to improve productivity.

Skill category+

Tea*',il&in%:listening carefully and communicating clearly to

develop and coordinate an effective group or team.Skills+

Li"!enin% #$ in"i%h!":keeping aware of activities of your team and

units close to you underpinning your ability to continue being amanager.

-iec!in% an& c$achin%:meeting your goals and standards keeping

your team/s skills up to target levels.

S$l)in% p$'le*" a" !ea*":an important role is helping your team

contribute ideas to improve their performance.


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Wha! I" a S*all2,"ine""3

8n independently owned and managed profit7seeking enterprisewith fewer than 9:: employees

En!epene,"hip 0he process by which individualseither on their own or inside

organizationspursue opportunities without regard to theresources they currently control

CHAPTER 4

Fa+$l publishedAdministration Industrielle et Gnralein 9;9


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&ore management process remains the same regardless of the

purpose of the organization.

0he management process can be reduced to a set of separate

functions and related principles.

The Opea!i$nal App$ach"rederick 1. 0aylor/s Scientific Management7 %eveloping performance standards on the basis of systematic observationsand e,perimentation

Standardization of work practices and methods to reduce waste and

increase productivity

0ime and task study of workers/ efforts to ma,imize productivity and

output

Systematic selection and training of workers to increase efficiency and

productivity

%ifferential pay incentives based on established work standards

The Phil$"$ph+ $# In&,"!ial H,*ani"*%ouglas Mc4regor

%eveloped 0heory @ and 0heory A

The$+ 6:Management/s traditionally negative view ofemployees as unmotivated and unwilling workers

The$+ 7:0he positive view of employees as energetic)creative) and willing workers

O%ani.a!i$nal 2eha)i$ 'rganizational 2ehavior


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8 modern research7oriented approach seeking to discover thecauses of work behavior and to develop better managementtechni-ues

*essons from the 2ehavioral 8pproach !eople are the key to productivity.

Success depends on motivated and skilled individualscommitted to the organization.

Managerial sensitivity to employees is necessary to foster thecooperation needed for high productivity.

The S+"!e*" App$ach1hat #s a SystemB

8 collection of parts operating interdependently to achieve a commonpurpose

Systems 8pproach!osits that the performance of the whole is greater than the sum of the

performance of its parts 8nalytic versus synthetic thinking+ 'utside7in thinking versus inside7out

thinking

Seeks to identify all parts of an organized activity and how they interact

Geneal S+"!e*" The$+ 4eneral Systems 0heory

8n interdisciplinary area of study based on the assumptions thateverything is part of a larger) interdependent arrangement

*evels of systems

$ach system is a subsystem of the system above it. #dentification of systems at various levels helps translateabstract systems theory into more concrete terms.

&losed 3ersus 'pen Systems &losed system+ 8 self7sufficient entity 'pen system+ Something that depends on its surrounding

environment for survival Cew %irections in Systems 0hinking

'rganizational learning and knowledge management 'rganizations are living and thinking open systems that

learn from e,perience and engage in comple, mental

processes. &haos theory

$very comple, system has a life of its own) with its ownrule book.

&omple, adaptive systems &omple, systems are self7organizing.

The C$n!in%enc+ App$ach &ontingency 8pproach


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8 research effort to determine which managerial practices andtechni-ues are appropriate in specific situations.

8n open7system perspective =ow subsystems combine to interact with outside

systems

8 practical research orientation 0ranslating research findings into tools and situational

refinements for more effective management 8 multivariate approach

Many variables collectively account for variations inperformance.

*essons from the &ontingency 8pproach 8pproach emphasizes situational appropriateness rather than

rigid adherence to universal principles 8pproach creates the impression that an organization is captive

to its environment

CHAPTER 8

-e*$%aphic"7 &hanges in the statistical profiles of population

characteristics

The ne0 "$cial c$n!ac!7 &hanges in the employer7employee

relationship

Ine9,ali!ie"7 !ersistent barriers encountered by women) minorities)

and others in the workplace

Mana%in% &i)e"i!+7 &reating organizational cultures that enable all

employees to realize their potential In!apene,7 8n employee who takes personal responsibility for

pushing an innovative idea through a large organization

The Inn$)a!i$n P$ce""7 0he systematic and practical application of

a new idea

The Ec$n$*ic En)i$n*en!2usiness cycles

8lternating periods of economic e,pansion and recession

0he up7and7down movement of an economy/s ability to generate

wealth 1orldwide convergence

CHAPTER


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C,l!,al in!elli%ence /C;: ability to interpret and act in appropriate ways inunfamiliar cultural surroundingsE!hn$cen!ic A!!i!,&e

0he view that assumes the home country/s personnel and ways

of doing things are bestP$l+cen!ic A!!i!,&e

0he view that assumes local managers in host countries knowbest how to run their own operations

Ge$cen!ic A!!i!,&e 8 world7oriented view that draws upon the best talent from

around the world

The In!ena!i$nali.a!i$n P$ce"" Stage 9+ *icensing

8uthorizing companies in foreign countries to produce andDor

market a given product within a specified territory in return for afee

Stage E+ $,porting 4oods produced in one country are sold to customers in foreign

countries. Stage F+ *ocal warehousing and selling

4oods produced in one country are shipped to the parentcompany/s storage and marketing facilities located in overseascountries.

Stage >+ *ocal 8ssembly and !ackaging &omponents) rather than finished products) are shipped to

company7owned foreign facilities for final assembly and sales. Stage G+ Hoint 3entures 5also Strategic 8lliances or Strategic

!artnerships6 8 company in one country pools its resources with another

foreign company or companies to create and market productsand jointly share profits and losses.

Stage


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H$#"!e&e


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Individualismemphasizes pursuit of individual goals) needs) andsuccess.

&ollectivismemphasizes group need) satisfaction) andperformance.

P$0e -i"!ance

0he degree to which members of a society accept differences inpower and status among themselves.

=igh power distance+ those that allow ine-ualities to growover time into ine-uality of wealth and power.

*ow power distance+ those that play down theseine-ualities

Unce!ain!+ A)$i&ance 0he degree to which people are comfortable with ambiguous

situations) and with the inability to predict future events with accuracy.

Ma"c,lini!+ = Fe*inini!+

=igh masculinit#in a culture designates assertiveness)dominance) and interdependence.

=igh femininit#in a culture designates inter7dependence)compassion) and emotional opinions.

H$#"!e&e


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A-LER N>

Wha! i" c,l!,e3&ollective ways of acting) thinking) and feeling+ collective programming of themind distinguishing the members of one group or category of people fromanother=ofstede 4eert

Na!i$nal c,l!,e:collective programming of mind distin-uishig themembers of one nation from another

C$""?c,l!,al *ana%e*en!e,plains the behavior of people inorganizations around the world and shows people how to work inorganizations with employees and client population from many differentcultures.

C$""?C,l!,al Tainin%

8 guided e,perience that helps people live and work in foreign cultures

Hi%h?C$n!ex! C,l!,e"

&ultures in which nonverbal and situational messages convey primary

meaning 7 Status of an individual is of tantamount importance indetermining relationships.

L$0?C$n!ex! C,l!,e"

&ultures in which words convey primary meaning

7 Converbal messages are secondary to spoken words.7 0he terms of the deal are more important than building abusiness relationship.

Ti*e Monochronic time+ 8 perception of time as a straight line broken into

standard units 0imely arrivals and keeping appointments are considered

important. !olychronic time+ 8 perception of time as fle,ible) elastic) and

multidimensional 8ppointment schedules are considered appro,imations

and are not kept precisely.

#n the GLO2E study) the charismaticDvalue7based and team7orientedleadership styles were found to be widely applicable. 0he self7protectiveleadership style was not acceptable in any culture.

Phase1

Domestic

firms

Phase2

Multidomestic

firms

Phase3

Multinational

firms

Phase4

Global

firms


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CHAPTER @

C$p$a!e S$cial Re"p$n"i'ili!+ /CSR 0he idea that business has+

Social obligations above and beyond making a profit

Social obligations to constituent groups in society otherthan stockholders and beyond that prescribed by law.

'rganizations include financial) environmental) and social responsibility intheir core business strategies.

S$cial Re"p$n"i'ili!+ S!a!e%ie" (eactive Strategy

%enying responsibility while striving to maintain the status -uoby resisting change

%efensive Strategy (esisting additional social responsibilities with legal and public

relations tactics 8ccommodation Strategy

8ssuming social responsibility only in response to pressure frominterest groups or the government

!roactive Strategy 0aking the initiative in formulating and putting in place new

programs that serve as role models for industry

The S$ci$ec$n$*ic M$&el 2usiness has an obligation to meet the needs of the many

groups in society besides stockholders in its pursuit of profit. S!a5eh$l&e a,&i!:Systematically identifying all the

parties that could possibly be affected by the company/sperformance


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CHAPTER

Plannin% &oping with uncertainty by formulating courses of action to

achieve specified results.

A Plan: #s a specific documented intention consisting of an objective

5end6 and an action statement 5means6 States what) when) and how something is to be done

E""en!ial" $# S$,n& Plannin% 'rganizational mission 0ypes of planning 'bjectives !riorities 0he planningDcontrol cycle

O%ani.a!i$nal Mi""i$n 8 clear) formally written) and publicized statement that guides the

organization by+ %efining the organization for key stakeholders &reating an inspiring vision of the organization 'utlining how the vision will be accomplished $stablishing key priorities Stating a common goal and fostering togetherness &reating a philosophical anchor for the organization 4enerating enthusiasm and a can do attitude $mpowering organization members

T+pe" $# Plannin% Strategic planning+ %etermining how to pursue long7term goals with

available resources #ntermediate planning+ %etermining subunits/ contribution with allocated

resources 'perational planning+ %etermining how to accomplish specific tasks

with available resources

Plannin% H$i.$n

0he elapsed time between the formulation and the e,ecution of aplanned activity

!lanning horizon length corresponds to the type of plan withwhich it is associated lengths shorten as the planning processevolves from strategic to intermediate to operational plans.

O'(ec!i)e"

8n objective is a commitment to achieve a measurable result within aspecified period.


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1riting 4ood 'bjectives 'bjectives should be e,pressed in -uantitative) measurable)

and concrete terms. 1hat specific result is to be achievedB 1hen is the result to be achievedB

=ow is the result to be measuredB 1ho will be responsible for achieving the resultB

0he #mportance of 'bjectives 5Ises of6 0arget+ Sets specific goals to achieve Measuring stick+ 4auges how much was achieved &ommitment+ $ncourages pursuit of the objective Motivation+ !rovides a challenge for achievement

0he Means7$nds &hain of 'bjectives 8chievement of lower7level objectives creates a means for

achieving higher7level objectives.

Pi$i!ie" !riorities are a ranking of goals) objectives) or activities in order of

importance to guide the order and timing of decisions. Management looks at its priorities when deciding how to allocate

resources.

Mana%e*en! '+ O'(ec!i)e" an& P$(ec! Plannin% Management by 'bjectives 5!eter %rucker6

8 comprehensive management system based on measurable)participatively set objectives

0he M2' &ycle Step 9+ Setting objectives Step E+ %eveloping action plans Step F+ !eriodic review Step >+ !erformance appraisal

P$(ec! Plannin% an& Mana%e*en! !roject

8 temporary endeavor to achieve a particular aim 0he !roject *ife &ycle

&onceptualization+ Setting project goals and objectives !lanning+ 'rganizing facilities and e-uipment) personnel andtask assignments) and scheduling

$,ecution+ 2eginning actual work on the project 0ermination+ 0urning the project over to the end user and

phasing out project resources

Gaphic Plannin%BSche&,lin%BC$n!$l T$$l"

Fl$0 Cha!"

8rrange events in the order of their actual or desired occurrence5flow6


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$liminate wasted steps and activities 5work simplification6 8re useful for identifying task components and in 0LM !otential problems+

0hey do not indicate the time dimension of tasks. 0hey are not practical for comple, operations where

several activities occur at once.

P$(ec! Mana%e*en! G,i&eline"

!rojects are schedule7driven and results7oriented. 0he big picture and the little details are of e-ual importance. !roject planning is a necessity) not a lu,ury. !roject managers know the motivational power of a deadline.

2ea5?E)en P$in! 0he level of sales at which there is no loss or profit

0he point at which the total of fi,ed and variable costs is e-ualto total sales revenues

CHAPTER

S!a!e%ic Mana%e*en! 0he ongoing process of ensuring a competitively superior fit

between an organization and its changing environment #ncludes budget control) long7range planning) and

strategic planning Merges strategic planning) implementation) and control to

create a dynamic process (e-uires every employee to consider the big picture #nvolves strategy innovation in rethinking the basis for

competition 5business model6 in the industry

Strategy 8n integrated e,ternally oriented perception of how to achieve

the organization/s mission Strategic !lanning

0he process of determining how to pursue the organization/slong7term goals with resources e,pected to be available

P$!e" Geneic C$*pe!i!i)e S!a!e%ie" Model/s &ompetitive 3ariables

&ompetitive advantage+ =ow to compete in a market &ompetitive scope+ =ow broad of a market to target

&ost *eadership Strategy =aving the lowest overall cost in a market to provide a

competitive advantage in pricing over competitors %ifferentiation Strategy


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!roviding uni-ue and superior value for the customer that buildsbrand loyalty

&ost "ocus Strategy 8ttempting to gain a competitive edge in a narrow 5or regional6

market segment by controlling 5competitively dominating6 the

segment "ocused %ifferentiation

8chieving a competitive edge by delivering a superior productandDor service to a limited audience

2,"ine"" Ec$"+"!e*" 2usiness $cosystem

8 business ecosystem is an economic community oforganizations and all their stakeholders) including suppliers andcustomers.

'rganizations need to be as good at cooperating as they are at

competing if they are to succeed. &oevolving+ ey organizations selectively cooperate and

compete to achieve both their individual and collectivegoals) which they could not achieve on their own.

4reater strategic cooperation is needed to foster the the spreadof realized innovation.

E?2,"ine"" S!a!e%ie" #$ !he In!ene! #nternet Strategy *essons

0he #nternet is not static. #nternet technologies are still emerging. &orporate strategist and entrepreneurs are challenged to build

business models based on where they e,pect thesetechnologies to be @ years down the road.

0here is no one7size7fits7all #nternet strategy. #nternet Strategy *essons 5cont/d6

&ustomer loyalty is built with reliable brand names and stickyweb sites.

2ricks and clicks+ 2lending the best of two worlds $7business partnering should not dilute strategic control or

ethical standards.

The S!a!e%ic Mana%e*en! P$ce""

"our Steps in the Strategic Management !rocess "ormulation of a grand strategy "ormulation of strategic plans #mplementation of strategic plans Strategic control

Gan& S!a!e%+8 general e,planation of how the organization/s mission is to be accomplished


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Situational 8nalysis "inding the organization/s niche by performing a S1'0

5Strengths) 1eaknesses) 'pportunities) and 0hreats6 analysisto match unfolding opportunities with resources being ac-uired

&apability profile+ #dentifying the organization/s strengths and

weaknesses 0he need for speed

Speed has become an important competitive advantage. Speed involves more than just doing the same old things faster. (eengineering+ (adically redesigning the entire business cycle

for greater strategic speed

F$eca"!in% "orecasts

!redictions) projections) or estimates of future situations 0ypes of "orecasts

$vent outcome forecasts+ !redictions of the outcome 5effects6 ofhighly probable future events

$vent timing forecasts+ !redictions of when a given event willoccur

0ime series forecasts+ $stimates of future values in a statisticalse-uence 5e.g.) sales forecast6

CHAPTER D

-eci"i$n Ma5in%

%ecision making is the process of identifying and choosing alternative

courses of action to meet the demands of a situation.

Hudgment and discretion are fundamental to decision making.

T+pe" /C$n&i!i$n" $# Unce!ain!+ Ce!ain!+:$,ists when a solid factual basis allows prediction of

a decision/s outcome

(isk+ $,ists when a decision is made on the basis of incompletebut reliable information


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'bjective probabilities are based on reliable data. Subjective probabilities are based on judgment.

Unce!ain!+:$,ists when no reliable data e,ist on which tobase a decision

T+pe" $# -eci"i$n" !rogrammed decisions+ repetitive and routine decisions

Conprogrammed decisions 7 decisions made in comple, and

nonroutine situations

(ational 5*ogical6 %ecision Model Steps

o Scan the situation identify a signal that a decision should be

made.

(eceipt of authoritative communications from superiors

&ases referred for decision by subordinates

&ases originating from the manager

o &lassify the decision. #f it is routine) apply the appropriatedecision rule if it is not) generate a nonprogrammed decisionthrough problem solving.

o Monitor and follow7up as necessary.

Kn$0le&%e Mana%e*en!

o %eveloping a system to improve the creation and sharing of

knowledge critical for decision makingo Taci! 5n$0le&%e:!ersonal) intuitive) and undocumented

private informationo Explici! 5n$0le&%e:(eadily sharable public information in

verbal) te,tual) visual) or numerical form

C$lla'$a!i)e C$*p,!in%

0eaming up to make decisions via a computer networkprogrammed with groupware

Wha! I" Cea!i)i!+3 0he reorganization of e,perience into new configurations &reativity is a function of knowledge) imagination) and

evaluation. 0hree domains of creativity+

8rt %iscovery =umor

P$'le* "$l)in% !roblem solving is the conscious process of bringing the actual

situation closer to the desired situation.

Steps in &reative !roblem Solving #dentifying the problem


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4enerating alternative solutions Selecting a solution #mplementing and evaluating

#dentifying the !roblem 1hat is a problemB

%efined by the gap between the actual and the desiredstate of affairs

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Skripta - Management