week 1

• Internationally operating companies operate in an ever changing, increasingly globalized environment.
• EXTERNAL INFLUENCES


  • Stakeholders
  • External Factors (PESTEL)
• INTERNAL ORGANIZATION


  • STRUCTURE
  • PEOPLE
  • PROCESSES
  • CULTURE
  • LEADERSHIP
• What is management?


  Getting work done through others, Efficiency, Effectiveness
• Four functions of management


  • Planning
  • Organizing
  • Leading
  • Controlling
• Managerial Roles


  • Interpersonal (speak with people / relationships)
  • Informational (gather and provide information)
  • Decisional (make good decisions)
• Management


  Getting work done through others
• Managers


  • Strive for efficiency (getting work done with minimum effort, expense or waste)
  • Strive for effectiveness (accomplishing tasks that help fulfill organizational objectives)
• Functions of management


  1. Planning (determining organisational goals and a means for achieving them)

  2. Organizing (deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom)

  3. Leading (inspiring and motivating workers to work hard to achieve organisational goals)

  4. Controlling (monitoring progress toward goal achievement and taking corrective action when needed)
• Kinds of managers

  • Top managers (responsible for creating a context for change, developing attitudes of commitment and ownership, creating a positive organizational culture through words and actions and monitoring their companies business environments)
  • Middle managers (responsible for planning and allocating resources, coordinating and linking groups and departments, monitoring and managing the performance of subunits and managers and implementing the changes or strategies generated by top managers)
  • First-line managers (responsible for managing the performance of non-managerial employees, teaching entry-level how to do their jobs and making detailed schedules and operating plans based on middle management's intermediate-range plans)
  • Team leaders (responsible for facilitating team performance, fostering good relationships among team members and managing external relationships)
• Managerial roles


  • Interpersonal roles (figurehead role, leader role, liaison role)
  • Informational roles (monitor role, disseminator role, spokesperson role)
  • Decisional roles (entrepreneur role, disturbance handler role, resource allocator role, negotiator role)
• Managerial skills


  • Technical skills (techniques, knowledge required to have the job done)
  • Human skills (ability to work well with others)
  • Conceptual skills (ability to see the organisation as a whole, understand how the different parts affect each other and recognise how the company fits into or is affected by its environments)
  • Motivation to manage (how enthusiastic employees are about managing the work of others)
• Top mistakes managers make

  
• Transition from employee to management


  Employees tend to treat customers the same way managers treat them
• How and why can companies create competitive advantage through people
• Function of top managers

  • creating goals
  • creating good environment
  • monitoring the external environments
• monitoring progress toward goal achievement and taking corrective action when needed
• planning


  determining goals and ways to achieve them
• organizing


  deciding where decisions will be made, who will do what and who will work for whom
• conceptual skills


  ability to see the organization as a whole
• human skills


  ability to work well with others
• Top mistakes managers make

  being bossy and cold
• liasion rol


  dealing with people outside the group (interpersonal role)
• monitor role


  scan the environment (informational role)
• disseminator role


  share info with subordinates
• spokesperson


  share info with people outside the company or department
• tasks of middle manager


  planning, allocating resources, creating teams, monitoring the progress and implementing change
• tasks of first liners


  making a detailed schedule, teaching entry level employees, monitoring non managerial employees