Managing and Performing

Chapter One

Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

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Learning Objectives

LO 1 Summarize the major challenges of managing in the new competitive landscape

LO 2 Describe the sources of competitive advantage for a company

LO 3 Explain how the functions of management are evolving in today’s business environment

LO 4 Compare how the nature of management varies at different organizational levels

LO 5 Define the skills you need to be an effective managerLO 6 Discuss the principles that will help you manage your

career

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Globalization

Today’s enterprises are global, with offices and production facilities in countries all over the world

Means that a company’s talent can come from anywhere

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Technological Change: The Internet

MarketplaceMeans for manufacturing goods and services Distribution channelAn information service

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Technological Change: The Internet

Drives down costs and speeds up globalization.

Improves efficiency of decision making. Facilitates design of new products, from

pharmaceuticals to financial services

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Knowledge Management

Knowledge management Practices aimed at

discovering and harnessing an organization’s intellectual resources

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Knowledge Management

Knowledge workers Workers whose primary contributions are ideas

and problem-solving expertise

Knowledge managers find these human assets, help people collaborate and learn, help people generate new ideas, and harness those ideas into successful innovations.

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Knowledge Management

Knowledge management is about finding, unlocking, sharing, and altogether capitalizing on the most precious resources of an organization: people’s expertise, skills, wisdom, and relationships.

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Collaboration across Boundaries

Requires productive communications among different departments, divisions, or other subunits of the organization

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Collaboration across “Boundaries”

Companies today must motivate and capitalize on the ideas of people outside the organization e.g. its consultants, ad agencies, and suppliers

Companies must realize that the need to serve the customer drives everything else

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Managing for Competitive Advantage

Innovation Quality Service

Speed Cost Competitiveness Sustainability

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Question

___________ is the fast and timely execution, response, and delivery of results.

A. InnovationB. QualityC. SpeedD. Service

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Managing for Competitive Advantage

Innovation the introduction of new goods and services

A firm must: adapt to changes in consumer demands and to

new competitors. be ready with new ways to communicate with

customers and deliver the products to them.

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Managing for Competitive Advantage

Quality The excellence of your product (goods or

services)Historically, quality referred to attractiveness,

lack of defects, reliability, and long-term dependability

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Managing for Competitive Advantage

Today quality is about preventing defects before they occur, achieving zero defects in manufacturing, and designing products for quality

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Managing for Competitive Advantage

Service giving customers what they want or need, when

they want it focused on continually meeting the needs of

customers to establish mutually beneficial long-term relationships.

Speed Fast and timely execution, response, and delivery

of results.

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Managing for Competitive Advantage

Cost competitiveness Keeping costs low to

achieve profits and be able to offer prices that are attractive to consumers.

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Managing for Competitive Advantage

Sustainability The effort to minimize the use of resources,

especially those that are polluting and nonrenewable.

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The Functions of Management

Management The process of working with people and

resources to accomplish organizational goals Efficiently, effectively

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Question

____________ is monitoring performance and making needed changes.

A. PlanningB. OrganizingC. LeadingD. Controlling

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The Functions of Management

Planning Systematically making decisions about the goals

and activities that an individual, a group, a work unit, or the overall organization will pursue

analyzing current situations, anticipating the future, determining objectives, deciding in what types of activities the company will engage

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The Functions of Management

Organizing assembling and coordinating the human,

financial, physical, informational, and other resources needed to achieve goals

specifying job responsibilities, grouping jobs into work units, marshaling and allocating resources, and creating conditions so that people and things work together to achieve maximum success

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The Functions of Management

Leading stimulating people to be high performers

Controlling monitoring performance and making needed

changes.

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Performing All Four Management Functions

A typical day for a manager is not neatly divided into the four functions

Days are busy and fractionated, and spent dealing with interruptions, meetings, and firefighting

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Performing All Four Management Functions

Good managers devote adequate attention and resources to all four management functions.

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Management Levels and Skills

Top Level Managers

Middle-Level Managers

Frontline Managers

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Management Levels and Skills

Top-level managers Senior executives responsible for the overall

management and effectiveness of the organization.

Middle-level managers Managers located in the middle layers of the

organizational hierarchy, reporting to top-level executives.

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Management Levels and Skills

Frontline managers Lower-level

managers who supervise the operational activities of the organization

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Transformation of Management Roles and Activities

Table 1.1

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Managerial Roles: What Managers Do

Table 1.2

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Question

Which management skill is the ability to lead, motivate, and communicate effectively with others?

A. TechnicalB. ConceptualC. DecisionD. Interpersonal

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Management Skills

Technical skill The ability to

perform a specialized task involving a particular method or process

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Management Skills

Conceptual and decision skills Skills pertaining to the ability to identify and

resolve problems for the benefit of the organization and its members.

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Management Skills

Interpersonal and communication skills People skills; the ability to lead, motivate, and

communicate effectively with others.

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You and Your Career

Emotional intelligence The skills of

understanding yourself, managing yourself, and dealing effectively with others.

Social capital Goodwill stemming

from your social relationships

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You and Your Career

Be both a specialist and a generalist

Be self-reliant

Connect

Actively manage your relationship with your organization

Survive and thrive

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Two Relationships: Which Will You Choose?

Figure 1.1

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Managerial Action Is YourOpportunity to Contribute

Figure 1.2

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Common Practices of Successful Executives

They ask “What needs to be done?” not just “What do I want to do?”

They write an action plan. They don’t just think, they do, based on a sound, ethical plan.

They take responsibility for decisions.They focus on opportunities rather than

problems.

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CH2M-Hill

How does CH2M-Hill use knowledge management to operate it’s global business?