PGD ITM & TM SEMESTER I

PDG ITM 106MANAGEMENT FUNDAMENTALS &

INFORMATION SYSTEMS

1. TOTAL NUMBER OF HOURS 602. TOTAL NUMBER OF SESSIONS [1 HOURS] 60

• VJ GOMES 18• SUDHIR BHATNAGAR 42

2 MIN [2 MIN]

PGD ITM & TM SEMESTER IPDG ITM 106

MANAGEMENTAL FUNDAMENTALS & INFORMATION SYSTEMS

1 INTRODUCTION TO MANAGEMENT [2 HOURS / 1 SESSION]1.1 UNDERSTANDING THE MEANING & DEFINITIONS OF MANAGEMENT1.2 IMPORTANCE OF MANAGEMENT IN TODAY’S ORGANIZATIONS1.3 AN OVERVIEW OF MANAGEMENT PROCESSES- PLANNING,

ORGANIZING, STAFFING, DIRECTING, COORDINATING & CONTROLLING

1.4 EVOLUTION OF MANAGEMENT THOUGHT – THE CLASSICAL SCHOOL, THE BEHAVIORAL APPROACH, THE MANAGEMENT SCIENCE APPROACH, THE CONTINGENCY APPROACH & THE SYSTEMS APPROACH

3 MIN [5 MIN]

INTRODUCTION TO MANAGEMENT

HEWLETT-PACKARD COMPANY (HP) • INNOVATIVE ORGANISATION

– DEVELOPMENT OF MANY NEW PRODUCTS• THE COMPETITIVE EDGE – EMPHASIS DEVELOPING QUALITY• MANAGEMENT APPROACHES CRITICAL TO ORGANIZATIONAL

SUCCESS– INITIATING TOTAL QUALITY MANAGEMENT SYSTEMS

• TECHNIQUES THAT ARE ESPECIALLY EFFECTIVE – MANAGING CHANGE – PROMOTING INNOVATION

• BUILDING & SUCCESSFULLY MANAGING A DIVERSE WORK FORCE• IMPORTANCE OF ADOPTING A GLOBAL PERSPECTIVE

– MANAGERS MUST OPERATE IN AN INTERNATIONAL MARKET PLACE• 70% OF HP’S BUSINESS FROM OUTSIDE USA• TOP 10 US EXPORTERS

CASE

15 MIN [20 MIN]

INTRODUCTION TO MANAGEMENTMANAGEMENT : AN OVERVIEW• ORGANISATION : TWO OR MORE PERSONS ENGAGED IN A

SYSTEMATIC EFFORT TO PRODUCE GOODS OR SERVICES– DAVID R WHITWAM, 1987 CEO WHIRLPOOL [1989 $1 BILLION FOR NV PHILIPS]

• NOW A $10 BILLION PLUS GLOBAL GIANT• MANUFACTURING FACILITIES IN OVER 12 COUNTRIES & MARKETING EFFORTS IN OVER

120 LOCATIONS– WILLIAM H BRICKER, CEO DIAMOND SHAMROCK

• PROFITABLE CHEMICAL COMPANY WITH MODEST OIL HOLDINGS• NOW DEBT-RIDDEN ENERGY COMPANY

• WHAT IS MANAGEMENT ? ART OR SCIENCE• MANAGEMENT : THE PROCESS OF ACHIEVING ORGANIZATIONAL

GOALS BY ENGAGING IN THE FOUR MAJOR FUNCTIONS OF • PLANNING• ORGANIZING• STAFFING• LEADING• CONTROLLING

3 MIN [23 MIN]

INTRODUCTION TO MANAGEMENTGOAL INPUTS OF CLAIMANTS1. EMPLOYEES 5. GOVERNMENTS2. CONSUMERS 6. COMMUNITY3. SUPPLIERS 7. OTHER4. STOCKHOLDERS

INPUTS1. HUMAN

2. CAPITAL 3. MANAGERIAL

4. TECHNOLOGICAL

EXTERNAL ENVIRONMENT

PLANNING

ORGANIZING

STAFFING

LEADING

CONTROLLING

MANAGERIAL KNOWLEDGE, GOALS OF CLAIMANTS & USE OF INPUTS

TO PRODUCE OUTPUTS

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EXTERNAL ENVIRONMENT

OUTPUTS1. PRODUCTS 4. SATISFACTION2. SERVICES 5. GOAL INTERGRATION3. PROFITS

THE CHALLENGE OF MANAGEMENTMANAGEMENT : AN OVERVIEW

• PLANNING : THE PROCESS OF SETTING GOALS AND DECIDING HOW BEST TO ACHIEVE THEM

– WHIRLPOOL’S OVERALL OBJECTIVE TO ACHIEVE WORLD-CLASS PERFORMANCE IN DELIVERING SHAREHOLDER VALUE

• INTENSIVE EFFORT TO UNDERSTAND THE CUSTOMER • RESPOND TO GENUINE NEEDS THROUGH BREAKTHROUGH PRODUCTS & SERVICES• STRATEGY FOLLOWED BY PHILIPS – COMPLETELY DIFFERENT PRODUCTS FOR EACH

NATIONAL MARKET• ONE COMPANY WORLDWIDE – DEVELOPING INNOVATIVE COMMON PLATFORMS• SAVE SUBSTANTIALLY ON DEVELOPING & MANUFACTURING COSTS & INCORPORATE

LATEST ADVANCES ACROSS BRANDS

– DIAMOND SHAMROCK’S GOAL TO CHANGE THE CHEMICAL COMPANY INTO MAJOR ENERGY COMPANY

• BASED ON BRICKER’S VIEW IN LATE 1970s [LATER PROVED TO BE WRONG] – ENERGY PRICES WOULD CONTINUE TO RISE

• PROGRESS TOWARDS THE GOAL WAS ERRATIC & REFLECTED POOR PLANNING• SOLD ITS GAS STATIONS TO SIGMOR CORP & THEN BOUGHT THEM BACK 5 YEARS

LATER• OVERPAID $600 MILLION WHEN PURCHASING SAN FRANCISCO BASED NATOMAS FOR

$1.3 BILLION

THE CHALLENGE OF MANAGEMENTMANAGEMENT : AN OVERVIEW

• ORGANIZING : THE PROCESS OF ALLOCATING AND ARRANGING HUMAN AND NONHUMAN RESOURCES SO THAT PLANS CAN BE CARRIED OUT SUCCESSFULLY

• DETERMINE WHICH TASKS ARE TO BE DONE• HOW TASKS CAN BEST BE COMBINED INTO SPECIFIC JOBS• HOW JOBS CAN BE GROUPED INTO VARIOUS UNITS THAT MAKE UP THE

STRUCTURE OF THE ORGANISATION• STAFFING JOBS WITH INDIVIDUALS WHO CAN SUCCESSFULLY CARRY OUT

PLANS

– WHIRLPOOL IN THEIR QUEST TO BE A TRULY A GLOBAL COMPANY TAKES ADVANTAGE OF BEST EXPERTISE REGARDLESS OF WHERE IT IS IN THE WORLD

– INITIAL PAROCHIAL ATTITUDE WHEN ENGINEERE & MANUFACTURERS FROM US VISITED PHILIPS EUROPEAN PLANTS & VICE VERSA

– LATER GROUPS WORKED TOGETHER & WHIRLPOOL DESIGNED FRIDGE THAT WOULD BEST REDUCE ENERGY CONSUMPTION & DAMAGE TO ENVIRONMENT

• REFRGERATOR THAT COOLS WITHOUT USE OF CFC [CHLOROFLUROCARBONS]– INSULATION TECHNOLOGY FROM EUROPEAN GROUP– COMPRESSOR TECHNOLOGY FROM BRAZALIAN ASSOCIATES– MANUFACTURING & DESIGN INPUTS FROM US PERSONNEL

– IN CONTRAST AT DIAMOND SHAMROCK UNDER BRICKER CONSIDERABLE ORGANIZING EFFORT WAS CHANNELED TOWARDS DEVELOPING LUXURIOUS FACILITIES DESPITE COMPANY’S DIFFICULTIES RESOURCES WERE ALLOCATED FOR AMENITIES

• 12,000 ACRE TEXAS RANCH • FLEET OF CORPORATE AIRPLANES• $ 1 MILLION BOX AT THE DALLAS STADIUM

THE CHALLENGE OF MANAGEMENTMANAGEMENT : AN OVERVIEW

• LEADING : THE PROCESS OF INFLUENCING OTHERS TO ENGAGE IN THE WORK BEHAVIOURS NECESSARY TO REACH ORGANIZATIONAL GOALS

• COMMUNICATING WITH OTHERS• HELPING TO OUTLINE A VISION OF WHAT CAN BE ACCOMPLISHED • PROVIDING DIRECTION • MOTIVATING MEMBERS TO PUT FORTH THE EFFORT REQUIRED• ENCOURAGING NECESSARY LEVELS OF CHANGE & INNOVATION

– AT WHIRLPOOL THE VISION WAS CLEARLY ARTICULATED TO EVERYONE• BE ONE COMPANY WORLDWIDE• PROVIDE WORLD CLASS PERFORMANCE IN TERMS OF SHAREHOLDER VALUE

– IT WAS EXPLAINED THROUGHOUT THE ORGANIZATION THAT CREATING SHAREHOLDER VALUE WOULD ALSO MAKE IT POSSIBLE

– TO CREATE VALUE FOR OTHER STAKEHOLDERS, EMPLOYEES, LOCAL COMMUNITIES, SUPPLIERS AND SO ON• PREVIOUSLY EMPLOYEES WERE TOLD WHAT TO DO BY SENIOR MANAGEMENT

– WHITWAM ARGUES THAT A CONTEMPORARY CEO MUST CONVINCE EMPLOYEES WHY A TRANSFORMATION IS REQUIRED IN ORDER THAT THEY SUPPORT NEW DIRECTION

– EMPLOYEES SHOULD BE MOTIVATED TO DEVELOP INNOVATIVE NEW IDEAS– WHITWAM BUILT A SHARED UNDERSTANDING ACROSS DIVERSE GROUP OF MULTILINGUAL & MULTINATIONAL

EMPLOYEES– AT DIAMOND SHAMROCK, BRICKER HAD BEEN CHOSEN PARTIALLY FOR HIS SUPPORT OF

THE COMPANY’S TRADITION OF PARTICIPATORY MANAGEMENT• HOWEVER, AFTER BECOMING THE CEO HE ASSUMED AN AUTOCRATIC STYLE • MANY EXECUTIVES CONCLUDED THAT IT WAS USELESS TO FIGHT BRICKER OVER HIS HIGH RISK

IDEAS

THE CHALLENGE OF MANAGEMENTMANAGEMENT : AN OVERVIEW

• CONTROLLING : THE PROCESS OF REGULATING ORGANIZATIONAL ACTIVITIES SO THAT ACTUAL PERFORMANCE CONFORMS TO EXPECTED ORGANIZATIONAL STANDARDS & GOALS

• MONITOR ONGOING ACTIVITIES• COMPARE RESULTS WITH EXPECTED STANDARDS• PROGRESS TOWARDS GOALS• TAKE CORRECTIVE ACTION AS NEEDED

– TO AID GLOBALISATION THRUST, WHIRLPOOL CREATED 15 PROJECTS WHICH THEY CALLED ‘ONE COMPANY CHALLENGES’

• TOTAL QUALITY MANAGEMENT SYSTEM• INCORPORATING BEST FEATURES OF EUROPEAN & US PARTS OF THE COMPANY• AIMED AT CONTINUOUS IMPROVEMENT• NOT ENOUGH TO CREATE A VISION & GREAT PLAN• CRITICAL TO ENGAGE IN ‘RELENTLESS FOLLOW THROUGH’• ESTABLISH ACCOUNTABILITY THROUGHOUT THE ORGANIZATION

– AS OIL PRICES BEGAN TO DROP, DIAMOND SHAMROCK STARTED TO SELL ASSETS & CUT EXPENSES

• HOWEVER, $9 MILLION RANCH WAS RETAINED• FLEET OF FIVE COMPANY PLANES CUT BACK TO THREE• CONFLICTS OF INTEREST INVOLVING COMPANY DEALINGS WITH BRICKER’S FRIENDS BEGAN TO

EMERGE

EXTENDED MODEL OF THE MANAGEMENT PROCESS

WORK AGENDA

WORKMETHODSAND ROLES

MANAGEMENT FUNCTIONS• PLANNING• ORGANIZING• LEADING• CONTROLLING

KNOWLEDGEBASE & KEY MANAGEMENT SKILLS

PERFORMANCE(GOAL ACHIEVEMENT)

THE CHALLENGE OF MANAGEMENT• WHAT MANAGERS ACTUALLY DO [HENRY MINTZBERG]

– UNRELENTING PACE [COFFEE BREAKS, 36 PIECES MAIL, 18H A DAY]

– BREVITY, VARIETY & FRAGMENTATION [EACH ACTIVITY 9 MIN, 10A5 TOOK 1 HOUR,TELE CALLS SHORT 6 MIN, MEETINGS10 TO 15 MIN]

– VERBAL CONTACTS & NETWORKS [STRONG PREFERENCE FOR VERBAL COMMUNICATION, RELIED HEAVILY ON NETWORKS]

• NETWORK : A SET OF COOPERATIVE RELATIONSHIPS WITH INDIVIDUALS WHOSE HELP IS NEEDED IN ORDER FOR A MANAGER TO FUNCTION

• IMPLICATIONS OF MINTZBERG’S FINDINGS– FOCUSED ON TOP LEVEL MANAGERS– FINDINGS APPLY TO WIDE VARIETY OF MANAGERS

• FACTORY SUPERVISORS ENGAGE IN BETWEEN 237 & 1073 ACTIVITIES ON A GIVEN WORKDAY [MORE THAN ONE ACTIVITY EVERY 2 MINUTES]

THE CHALLENGE OF MANAGEMENTHOW TO BUILD NETWORKS• PRINCIPLE OF RECIPROCITY

– RESOURCES : GIVING BUDGET INCREASES, PERSONNEL,

SPACE, ETC– ASSISTANCE : HELPING WITH PROJECTS OR TAKING ON UNWANTED TASKS– INFORMATION : FURNISHING ORGANIZATIONAL AND / OR TECHNICAL KNOWLEDGE– RECOGNITION : ACKNOWLEDGING EFFORT, ACCOMPLISHMENT OR ABILITIES– VISIBILITY : PROVIDING THE CHANCE TO BE KNOWN BY HIGHER UPS– ADVANCEMENT : GIVING TASKS THAT CAN AID IN PROMOTION– PERSONAL SUPPORT : PROVIDING PERSONAL & EMOTIONAL BACKING– UNDERSTANDING : LISTENING TO OTHER’S CONCERNS

ITM 16 JUL

MANAGERIAL ROLES

ROLE AN ORGANIZED SET OF BEHAVIOURS ASSOCIATED WITH A PARTICULAR OFFICE OR POSITION

1. INTERPERSONAL ROLE

2. INFORMATIONAL ROLE

3. DECISIONAL ROLE

MINTZBERG’S 10 MANAGERIAL ROLESINTERPERSONAL

1 FIGUREHEAD Performs symbolic duties of a legal or social nature

2 LEADER Builds relationships with subordinates & communicates with, motivates & coaches them

3 LIAISON Maintains networks of contacts outside work unit who provide help & information

MINTZBERG’S 10 MANAGERIAL ROLESINFORMATIONAL

4 MONITOR Seeks internal & external information about issues that can affect organization

5 DISSEMINATOR Transmits information internally that is obtained from either internal or external sources

6 SPOKESPERSON Transmits information about the organization to outsiders

MINTZBERG’S 10 MANAGERIAL ROLESDECISIONAL

7 ENTREPRENEUR Acts as initiator, designer, & encourager of change & innovation

8 DISTURBANCE HANDLER Takes corrective action when organization faces important, unexpected difficulties

9 RESOURCE ALLOCATOR Distributes resources of all types including time, funding, equipment, * human resources

10 NEGOTIATOR Represents the organization in major negotiations affecting the manager’s areas of responsibility

MANAGERIAL WORK AGENDAS WORK AGENDA [JOHN KOTTER]

A LOOSELY CONNECTED SET OF TENTATIVE GOALS AND TASKS THAT A MANAGER IS ATTEMPTING TO ACCOMPLISH

– USUALLY DEVELOP WORK AGENDAS DURING FIRST SIX MONTHS

– AGENDAS CONTINUALLY SUBJECT TO REASSESSMENT • CHANGING CIRCUMSTANCES• EMERGING OPPORTUNITIES

– AGENDAS ADDRESS• IMMENIATE JOB RESPONSIBILITIES• LONG RUN JOB RESPONSIBILITIES

– AGENDAS ARE IN ADDITION TO MORE FORMAL ORGANIZATIONAL PLANS

– KOTTER : TO PUT THEIR WORK AGENDAS INTO PRACTICE, MANAGERS WORK HARD TO ESTABLISH ‘NETWORKS’

MANAGERIAL WORK AGENDAS FACTORS INFLUENCING WORK AGENDAS1 JOB DEMANDS are activities that the

manager must do in a job [10% INCREASE IN SALES……]

2 JOB CONSTRAINTS are the factors, both inside & outside the organization, that limit what a manager can do [RESOURCE LINITATIONS, LEGAL RESTRICTIONS, TECHNOLOGICAL LIMITATIONS……]

3 JOB CHOICES are work activities that the manager can do but does not have to do [INITIATE A PROPOSAL FOR COMPUTERIZED TRACKING SYSTEM]

MANAGERIAL KNOWLEDGE, SKILLS AND PERFORMANCE

KNOWLEDGE BASE• REASONABLY EXTENSIVE KNOWLEDGE

BASE RELEVANT TO THEIR PARTICULAR MANAGERIAL JOB– INFORMATION WRT INDUSTRY & ITS

TECHNOLOGY– COMPANY POLICIES & PRACTICES– COMPANY GOALS & PLANS– COMPANY CULTURE– PERSONALITIES OF KEY ORGANIZATIONAL

MEMBERS & IMPORTANT SUPPLIERS & CUSTOMERS

MANAGERIAL KNOWLEDGE, SKILLS AND PERFORMANCEKEY MANAGEMENT SKILLS• TECHNICAL SKILLS are skills that reflect both an

understanding of and a proficiency in a specialized field [Accounting, Finance, Engineering, Manufacturing, Computer Science …..]

• HUMAN SKILLS are skills associated with a manager’s ability to work well with others, both as a member of a group and as a leader who gets things done through others [Communication, Motivation…]

• CONCEPTUAL SKILLS are skills related to the ability to visualize the organization as a whole, discern interrelationships among organizational parts, and understand how the organization fits into the wider context of the industry, community, and the world

MANAGERIAL KNOWLEDGE, SKILLS AND PERFORMANCEPERFORMANCE• EFFECTIVENESS is the ability to choose appropriate goals

and achieve them • SOUTHWEST AIRWAYS FOCUSED ON FRIENDLY, NO

FRILLS SERVICE (NO MEALS), LOW COST• Drucker : effectiveness is essentially “DOING THE RIGHT

THINGS”EFFICIENCY is the ability to make the best use of available

resources in the process of achieving goals • SOUTHWEST AIRLINES TURNAROUND TIME (TIME ON

GROUND) WAS 39 MIN COMPARED TO 70 TO 90 MIN FOR MOST OTHERS

• PASSENGER TO EMPLOYEE RATIO WAS DOUBLE THE FIGURE FOR OTHER AIRLINES [teamwork]

• Drucker : efficiency is essentially “DOING THINGS RIGHT”

MANAGERIAL JOB TYPES

MANAGERIAL JOBS VARY ON THE BASIS OF TWO IMPORTANT DIMENSIONS• VERTICAL DIMENSION : focusing on different hierarchical

levels in the organization• HORIZONTAL DIMENSION : addressing variations in

managers’ responsibility areasVERTICAL DIMENSION : HIERARCHICAL LEVELS• Managerial jobs in an organization fall into three categories

– FIRST LINE– MIDDLE – TOP

• These Categories represent vertical differentiation among managers

MANAGERIAL JOB TYPESVERTICAL DIMENSION : HIERARCHICAL LEVELS

HR R & D MKTG FIN-ANCE ACCT ENGG

TOP

MIDDLE

FIRST LINE

HORIZONTAL RESPONSIBILITY AREAS

VERTICALLEVELS OF MANAGEMENT

MANAGERIAL JOB TYPES

FIRST LINE MANAGERS [FIRST LINE SUPERVISORS]• Managers at the lowest level of the hierarchy who are

directly responsible for the work of operating [non managerial] employees– Responsible to ensure that day to day operations run

smoothly in pursuit of organizational goals– Interface between management & rest of workforce– Usually find themselves in the middle of conflicting

demands– Power of first line supervisors eroding

• Union influence• Increasing education level of workers• Trend towards work teams• Growing use of Computers to track activities

MANAGERIAL JOB TYPESMIDDLE MANAGERS • Managers beneath the top levels of the hierarchy who are

directly responsible for the work of managers at lower levels– Mainly responsible for implementing overall organizational plans so

that organizational goals are achieved– Earlier several layers of middle managers – Trend now is to cut number of managerial levels

• Lower costs• Reduce the layers involved in decision making• Facilitate communication• Greater autonomy & responsibility• Increased pressure & longer hours

– Distinction between managers and those managed is declining• Less emphasis on hierarchical level and more weight on

– Horizontal influence– Reliance on peer networks– Greater access to information

MANAGERIAL JOB TYPESTOP MANAGERS • Managers at the very top levels of the hierarchy who are ultimately

responsible for the entire organization– Few in number– Often referred to as executives [also used to include Middle level]– Direct responsibility for upper layer of middle managers– Typically oversee

• Overall Planning for the Organization• Work to some degree with Middle Managers to implement the Planning• Maintain overall Control over the progress of the Organization

– Public Corporations• Top Management report to the Board of Directors

– Board of Directors• Elected by Shareholders

– For purpose of guiding Corporate affairs– Selecting Officers– Typically the Board appoints the CEO who then selects top

managers– CEO also serves as Chairperson of the Board

• Recent Studies suggest that Companies perform better when the CEO does not also hold the position of Board Chairperson [allows the Board to more adequately monitor performance]

USE OF MANAGEMENT FUNCTIONS AT DIFFERENT HIERARCHICAL LEVELS

FIRST LINE MANAGERS

MIDDLEMANAGERS

TOP MANAGERS

PLANNING

ORGANIZING

LEADING

CONTROLLING

BASIC MANAGERIAL PROCESS APPLIES TO ALL THREE HIERARCHICAL LEVELS OF MANAGEMENT, THERE ARE SOME DIFFERENCES IN EMPHASIS

USE OF KEY MANAGEMENT SKILLS AT DIFFERENT HIERARCHICAL LEVELS

FIRST LINE MANAGERS

MIDDLEMANAGERS

TOP MANAGERS

CONCEPTUAL SKILLS

BASIC MANAGERIAL PROCESS APPLIES TO ALL THREE HIERARCHICAL LEVELS OF MANAGEMENT, THERE ARE SOME DIFFERENCES IN EMPHASIS

HUMAN SKILLS

TECHNICAL SKILLS

REASONS FOR EXECUTIVE DERAILMENT

1. PROBLEMS WITH INTERPERSONAL RELATIONSHIPS

2. FAILURE TO MEET BUSINESS OBJECTIVES

3. INABILITY TO BUILD AND LEAD A TEAM4. INABILITY TO DEVELOP OR ADAPT

THE ENTREPRENEURIAL ROLEINNOVATION A new idea applied to initiating or improving a process, product, or service

INTRAPRENEURS Individuals who engage in entrepreneurial roles inside organizations

INTRAPRENEURSHIP The process of innovating within an organization

IDEA CHAMPION An individual who generates a new idea or believes in the value of a new idea and supports it in the face of numerous potential obstacles

THE ENTREPRENEURIAL ROLESPONSOR A middle manager who recognizes the organizational significance of an idea, helps obtain the necessary funding for development of the innovation, and facilitates its actual implementation

ORCHESTRATOR A high level manager who articulates the need for innovation, provides funding for innovating activities, creates incentives for middle managers to sponsor new ideas, and protects idea people

MANAGERIAL JOB TYPES

MANAGERIAL JOBS VARY ON THE BASIS OF TWO IMPORTANT DIMENSIONS• VERTICAL DIMENSION : focusing on

different hierarchical levels in the organization [COVERED IN PREVIOUS SLIDES]

• HORIZONTAL DIMENSION : addressing variations in managers’ responsibility areas

HORIZONTAL DIMENSION : RESPONSIBILITY AREASFUNCTIONAL MANAGERS MANAGERS WHO HAVE RESPONSIBILITY FOR A SPECIFIC, SPECIALIZED AREA OF THE ORGANIZATION AND SUPERVISE MAINLY INDIVIDUALS WITH EXPERTISE AND TRAINING IN THAT AREA [FINANCE, MANUFACTURING & OPERATIONS, MARKETING, HUMAN RESOURCE MANAGEMENT, ACCOUNTING, QUALITY ASSURANCE, ENGINEERING]

GENERAL MANAGERS MANAGERS WHO HAVE RESPONSIBILITY FOR A WHOLE ORGANIZATION OR SUBSTANTIAL SUBUNIT THAT INCLUDES MOST OF THE COMMON SPECIALIZED AREASPROJECT MANAGERS MANAGERS WHO HAVE RESPONSIBILITY FOR COORDINATING EFFORTS INVOLVING INDIVIDUALS IN SEVERAL DIFFERENT ORGANIZATIONAL UNITS WHO ARE ALL WORKING ON A PARTICULAR PROJECT

LEARNING TO BE AN EFFECTIVE MANAGER

HOW CAN ONE LEARN TO BE AN EFFECTIVE MANAGER ? • BECOMING EFFECTIVE TAKES A COMBINATION OF EDUCATION &

EXPERIENCEMANAGERIAL EDUCATION• ADVANCED DEGREES COMBINED WITH

– MBA – LAW DEGREE

• ADDITIONAL MANAGEMENT RELATED COURSES• SPECIAL PROGRAMS• ORGANIZATIONAL TRAINING [IN HOUSE / COMMERCIAL]• MANAGEMENT EDUCATION IS A PROCESS THAT CONTINUES

THROUGHOUT THEIR CAREERSMANAGERIAL EXPERIENCE• WORK EXPERIENCE IN HIGH SCHOOL• HOLDING OFFICE IN CAMPUS ORGANIZATIONS• STUDY : 75% CEOs AT LEAST 45 YEARS OLD

MANAGING IN THE TWENTY-FIRST CENTURY

MANAGING CHANGE & INNOVATIONCHANGE is any alteration of the status quo to which a Company must respondINNOVATION is a new idea applied to initiating or improving a Process, Product, or Service MANAGING DIVERSITY The planning & implementing of organizational systems & practices that maximize the potential of employees to contribute to organizational goals and develop their capabilities unhindered by group identities such as race, gender, age, or ethnic group• ATTRACT & RETAIN THE BEST AVAIBLE TALENT - GLOBALLY

WORK FORCE DIVERSITY STUDY DIAGRAM

DIVERSITY IS

VALUINGDIFFERENCES

RACE

APPEARANCE

IQ

SMOKING PREFERENCE

PEOPLE WITH

DISABILITIES

ECONOMICSTATUS

MARITAL STATUS

NATIONALITYWHITE

COLLAR

BLUE COLLARSINGLE

PARENTAGE

GENDER

HEIGHTLANGUAGE

RELIGION

EDUCATION

NON-TRADITIONAL

JOB

NON-TRADITIONAL

THINKER

TRADITIONALTHINKER

WEIGHT

MANAGING IN THE TWENTY-FIRST CENTURY

DEVELOPING A GLOBAL PERSPECTIVE• BUSINESSES ARE FACING MORE & MORE GLOBAL COMPETITION• MORE & MORE COMPANIES ARE LIKELY TO BE DOING BUSINESS IN

OTHER COUNTRIES• BUSINESSES ARE INCREASINGLY BECOMING GLOBALIZED IN THE

SENSE OF OPERATING AS ONE COMPANY, DESPITE FAR FLUNG OPERATIONS– “the world is becoming borderless, thanks to sophisticated

information & transport facilities” Tadahiro Sekimoto, Chairman NEC Corp

– “Asia will soon be the largest appliance market in the world” Whitman, CEO Whirlpool

MANAGING IN THE TWENTY-FIRST CENTURY

QUEST FOR TOTAL QUALITY & CONTINUOUS IMPOROVEMENT

TOTAL QUALITY MANAGEMENT [TQM]Total Quality Management is a management system that is an integral part of an organization’s strategy and is aimed at continually improving product and service quality so as to achieve high levels of customer satisfaction and build strong customer loyalty• ‘Whirlpool Excellence System’ [combination of US & Euro approaches]

• Considerable amount of Companywide Commitment

CONCLUSION

• CHAPTER OUTLINE• LEARNING OBJECTIVES• CHAPTER SUMMARY• OPENING CASE STUDY : HEWLETT PACKARD• QUESTIONS FOR DISCUSSION & REVIEW• DISCUSSION QUESTIONS• SKILL BUILDING : Identifying management functions• MANAGEMENT EXERCISE : Producing the new Binding

Machine• CASE STUDY 1 : A day in the life of a Bank Manager• CASE STUDY 2 : George Fischer works to turnaround

KODAK

vj gomes