Managing and Performing
Chapter 1
Review :
~Managing
and Performing~
A. Managing
in the New Competitive Landscape.
§ Globalization has changed the face of the workface. Management in
this new competitive landscape will need to attract and effectively manage a
talent pool from all over the globe.
§ Technological Change which is both can
create complicates things and new opportunities, Technology is vitally
important in the business world.
§ Knowledge management is
the set of practices aimed at discovering and harnessing an organization’s
intellectual resources.
§ Collaboration across “Boundaries” that occurs even beyond the boundaries of the organization
itself. Companies today must motivate and capitalize on the ideas of people
outside the organization.
B.
Managing for Competitives Advantage
§ Inovation the introduction of new goods and service.
§ Quality the excellence of your product (goods or services).
§ Service the speed and dependability with wich an
organization delivers what customer want.
§ Speed Fast and timely execution, response, and delivery of
result
§ Cost
Competitiveness Keeping
costs low to achieve profits and be able to ofter prices that are attractive to
consumers.
§ Sustainability The effort to minimize the use of resources,
especially those that are polutting and nonrenewable.
C.
The Functions of Management
§ Planning, 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.
Planning described a top-down approach in which top executives establish
business plans and tell others to implement them
§ Organizing, the management function of assembling
and coordinating human, financial, physical, informational, and other resources
needed to achieve goals. Build organizations that are flexible and adaptive,
particularly in response to competitives threats and customer needs.
§ Leading, the management function that involves
the manager’s effort’s to stimulate high performance by employees. It includess
motivating and communicating with employees, individually and in groups.
§ Controlling, the management function of monitoring
performance and making needed changes. By controlling, managers make sure the
organization’s resources are being used as planned.
D. Management Levels and Skill
1. Top-Level Managers
Top-Level Managers are the senior executives of an
organization and are responsible for its overall management. Top managers are
concerned not only with the organization as a whole but also with the
interaction between the organization and its external environment. Top managers
are more commonly called on to be not only strategic architecs but also true
organizational leaders.
2. Middle-Level
Managers
They are responsible for translating the general goals
and plans developed by strategic managers into more spesific objectives and
activities. Traditionally, the role of the middle manager is to be an
administrative controller who bridges the gap between higher and lower levels.
Good middle managers provide the operating skills and practical problem solving
that keep the company working.
3. Frontline
Managers
Frontline Managers, or operational managers, are
lower-level managers who supervise the operations of the organization. They are
directly involved with nonmanagement employees, implementing the specific plans
developed with middle managers.
E. Management
Skill
§ Technical skill is the ability to perform a specialized
task that involved a certain methods or procces.
§ Conceptual and decision skills involved the ability to identify and
resolve problems for the benefit of the organization and everyone concerned.
§ Interpersonal and communication skills influence the
manager’s ability to work well with people.
