Managing

and
Management

1
 Learning Objectives:
• Summarize major challenges of managing in the new
competitive landscape
• Describe the drivers of competitive advantage for a
company
• Explain how the functions of management are evolving in
today’s environment
• Compare how the nature of management varies at
different levels of an organization
• Define the skills you need to be an effective manager
• Discuss the principles that will help you manage your
career

2
 Managing in the New Competitive
Landscape
• Globalization
• Technological Change
• Knowledge Management
• Collaboration across boundaries

3
 Globalization
• Strong demand for products/services
• Internet access across the globe
• Strong demand for talent
• Global marketplace

4
 Technological Change

• The Internet’s impact on globalization

– Increased speed of communication
– The Internet as a marketplace

• Problems
– Stress when employees/supervisors do not set
limits on being connected
– Lengthening of the workday due to constant
access

5
 Knowledge Management

• Growing need for good, new ideas generates

demand for knowledge workers
– Managers cannot simply measure output of
knowledge workers
– Managers should provide knowledge workers with
interesting work to increase motivation

6
 Collaboration across Boundaries

• People in different parts of the organization

must collaborate with one another

• Collaboration also entails moving beyond the

boundaries of the organization itself

7
 Managing for Competitive Advantage
Key Concept Definition
Innovation The introduction of new goods and
services
Quality The excellence of your product
Service Giving customers what they want or
need, the way they want it
Speed Fast and timely execution, response, and
delivery of results

Cost Keeping costs low to achieve profits and

competitiveness offer prices attractive to customers

8
 Innovation
• Managers must adapt to
– Changes in consumer demand
– Changes in new competitors

• Alternative product/service delivery can be

as innovative as new products/services
themselves

• Innovation is driven by globalization

9
 Quality
• Quality standards are increasing

• Total quality management

– Preventing defects before they occur
– Achieving zero defects in manufacturing
– Designing products for quality

• Goal: Continuous improvement in how the

company operates

10
 Service

• Continually meet customer needs to

establish mutually beneficial long-term
relationships

• Make it easy for customers to experience a

service or buy and use products

11
 Speed

• Speed involves rapidly

– Developing and getting products to market
– Responding to customer requests

• Speed combined with quality is a measure

of whether a company is operating
efficiently

12
 Cost Competitiveness

• Managing costs requires efficiency

– Efficiency is accomplishing goals by using
resources wisely and minimizing waste

• Understanding all product/service specific

costs is essential to managing for cost
competitiveness

13
 Defining Management
• Management
– The process of working with people and resources to
accomplish organizational goals effectively and
efficiently

• Effectiveness
– Achieving organizational goals

• Efficiency
– Achieving goals with minimal waste of money, time,
materials, and people

14
 The Functions of Management
Planning Delivering strategic value

Organizing Building a dynamic organization

Leading Mobilizing people

Controlling Learning and changing

15
MANAGERS AS INFORMATION SYSTEM
USERS
• Managers exist at various managerial levels
and within various business areas of the firm
• What level an IS is developed for influences
how it operates (see Figure 1.11)
• The 3 primary management levels are (see
Figure 1.12):
1. Strategic planning level
2. Management control level
3. Operational control level

16
17
18
 What Managers Do

• Managerial Functions (Managers do the

following):
– Plan what they are to do
– Organize to meet the plan
– Staff their organization with resources
– Direct them to execute the plan
– Control the resources, keeping them on course (see
Figure 1.13)
• Managerial Roles:
– Mintzberg’s framework is made of 10 roles that
managers play, grouped into interpersonal,
informational, and decisional activities (see Table 1.1)
19
20
21
 Management Skills
Key Skill Definition
Technical skill The ability to perform a specialized task involving
a particular method or process

Conceptual and The ability to identify and resolve problems for the
decisional skills benefit of the organization and its members

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

communication skills communication effectively with others

22
 You and Your Career

• Emotional intelligence
– Understanding yourself
– Managing yourself
– Dealing effectively with others

23
 You and Your Career
Understanding yourself
• Realizing your strengths and limitations

Manage yourself
• Dealing with your emotions
• Making good decisions
• Seeking and using feedback
• Exercising self-control

Deal effectively with others

• Listening
• Showing empathy
• Motivating
• Leading
• Other similar traits

24
You and Your Career

25
 You and Your Career
Tips for Success

Be both a specialist and a generalist

Be self-reliant

Be connected

Actively manage your relationship with your

organization
Survive and thrive

26
 You and Your Career

• Social capital
– Goodwill stemming from your social relationships

• Business decisions both inside and outside the

organization involve networks of people

• Social capital leverages your goodwill to make

you and your organization more successful

27
 THE ROLE OF INFORMATION IN
MANAGEMENT
• Businesses use information systems
– To make sound decisions
– To solve problems
• Problem is any undesirable situation
• Decision arises when more than one solution
to problem exists

28
 THE ROLE OF INFORMATION IN
MANAGEMENT
• While a problem can be harmful or potentially
harmful to a firm in a negative way, it can also be
beneficial or potentially beneficial in a positive way
• The outcome of the problem-solving activity is a
solution
• A decision is a particular selected course of action
• Simon described problem-solving as being made up
of four phases:
– Intelligence activity
– Design activity
– Choice activity
– Review activity
29
30
 THE ROLE OF INFORMATION IN
MANAGEMENT
• Problem solving and decision making require
information
• Keys to success in business are
– Gathering correct information
– Storing information
– Using information

31