1. MANAGEMENT Definition. Pg 8 Modern Trends 5-6 A process
Use of resources
A goal or goals
With other functions and people 14
Continuous innovations and improvement 22
Managing strategically 7
Modern Trends 5-6
Dynamic change
Technology
Globalization
Diversity of workers and markets

2. MANAGEMENT What managers do
1. Achieving Objectives/Goals
2. Functions of Management 25
Various roles managers play 26
Efficient Use of Resources (see later slide)
Skills managers need 32

3. Function of Management (Process of Management) 25
Planning
Organizing
Directing/ Leading
Control

4. Managerial Roles Mintzberg 26
Interpersonal roles
Figurehead, Leader, Liaison
Informational roles
Monitor, Disseminator, Spokesperson
Decisional Roles
Entrepreneur, Disturbance Handler, resource Allocator, Negotiator
Do roles vary across levels of managers ? Across industries? In manufacturing and services ? In different countries ?

5. Two Measures of Managerial Work
Effectiveness: Achieving objectives, goals
Efficiency: Managing resources
OUTPUT INPUT
(OM chapters will call this Productivity)

6. Efficiency Team A Team B Target Tickets Sold 200 150 250 $ Spent 100
200/100
150/50

7. Levels of Management Planning Horizon Long Medium Short Planning Type
Strategic
Tactical
Operational
Skills (32)
Conceptional
Human
Technical
TOP
MIDDLE
FIRST
LEVEL

8. Introduction to Operations Management K pg. 188
Production of products or services 190
Using processes 190,
The process view of the organization 191
Adding value. Value chain 197
Core and support processes
Manufacturing v. Services 193
Trends: Productivity and quality improvement, 199; global competition, technology, ethical-environmental-
diversity issues

9. OPERATIONS MANAGEMENT
What operations managers do
Setting objectives (also called “competitive priorities”)
Then,
Planning operations
Organizing activities and resources
Directing/Leading workers
Operations control (monitoring)

10. Social Responsibility and Ethics M Chapter 5
Difference 161
Ethics: morality and standards of business conduct
SR: organizations obligations to shareholders, employees, customers, society
Overlapping: Spectrum of SR includes ethical responsibility
SR: Economic, Legal, Ethical, Discretionary
Efficiency and SR perspectives 172
Relevance to managers 45
Increased concern, Increase in enforcement, Corporate and director liability, Customer preferences, Employee morale

11. Social Responsibility and Ethics
What organization do:
Leadership, compliance officers 169
Code of ethics/Standards of Conduct 164; Policies; Values Statements
Structures: compliance committees
Rewards (whistle-blowing) and punishments 168
Training 167
Self reporting

12. Planning M Chapter 8 Why is planning important ?
Legitimacy, Source for motivation/commitment, Guides to action/decisions, Performance standards
Organizational levels 273
Corporate, Business, Functional
Type of plans by level 270
Strategic, Tactical, Operational
Setting objectives 279
Principles MBO 291
Planning Process 275
Analyze environment incl. Forecasting, Set objectives, Determine requirements, Assess resource availabilities, Develop action plans, Implement action plans, Monitor.

13. Strategic Management M Chapter 6
Why do SM ?
To gain competitive advantage 194
Characteristics of a competitive advantage 194-
SM Process 197
Environmental analysis
External Environment; Internal Environment
Strategy Formulation
Mission and LT objectives, Situation analysis, Corporate-business-functional strategies
Strategy Implementation
Policies, Action Plans (Programs), Budgets
Evaluation and Control

14. STRATEGIC MANAGEMENT FORMULATING STRATEGY
EXT. ENVT.
MISSION
OBJECTIVES
SITUATION
ANALYSIS
INT. ENVT.
STRATEGY

15. EXTERNAL ENVIRONMENT 204 ECONOMY POLITICAL-LEGAL SOCIO-CULTURAL
TECHNOLOGY
GLOBAL/INTERNATIONAL
COMPETITION
CUSTOMERS
SUPPLIERS

16. INTERNAL ENVIRONMENT 205 Value Chain/Resource based approach
Functional area resources 205-
Core competencies 209
Organization structure
Dividing work, Authority & Responsibility, Information flow, decision making
Corporate culture
social responsibility and ethics, integration and intensity of competitive priorities

17. Mission and LT Objectives
Mission statements. Purpose. Content
Compare with Vision and Values Statements
LT (Strategic ) Objectives 199

18. Integrating Internal and External Analysis (Situation Analysis)
SWOT ANALYSIS 214
PORTFOLIO ANALYSIS 211
INDUSTRY/ COMPETITION ANALYSIS
PRODUCT LIFE CYCLE ANALYSIS 209

19. ALTERNATIVE STRATEGIES BY LEVEL
CORPORATE LEVEL(GRAND)
GROWTH
STABILITY
RETIREMENT
BUSINESS LEVEL: 200
COST LEADERSHIP
DIFFERENTIATION
FOCUS
Generic strategies for competitive advantage. Also called
“Competitive Priorities”: Cost/Price, Quality, Availability/
Dependability/Service/Speed, Flexibility/Variety
FUNCTIONAL LEVEL:
OPERATIONAL STRATEGY

20. ACQUISITIONS & MERGERS
GROWTH STRATEGIES
CONCENTRATION
DIVERSIFICATION
VERTICAL INTEGRATION
ACQUISITIONS & MERGERS

21. OPERATIONS STRATEGY (Class discussion, later in an OM chapter )
PRODUCTS/SERVICES
PROCESS
TECHNOLOGY
QUALITY
WORK FORCE
FACILITIES
SUPPLIERS/VERTICAL INTEGRATION

22. STRATEGY IMPLEMENTATION
POLICIES & PROCEDURES
PROGRAMS
BUDGETS 287

23. MANAGEMENT CONTROL M Chapter 16
Definition 568
Meaning – monitoring
Basic Process 570
Establish standards, measure performance, compare and analyze, corrective action if necessary
Scope of Control in an Organization
Strategic, tactical, operational controls 577
Operational Controls: Preliminary, concurrent, feedback controls 589
Examples: budgetary control, quality control, process control, HR measures 580-
Principles of effective control 590
Focus, amount, quality of information, flexibility, timeliness