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.