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MANAGEMENT 339: PRINCIPLES OF MANAGEMENT AND OPERATIONS

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Corporate; Business ... TQM and JIT philosophies Social responsibility and ethics Diversity issues ... Trends in Management and OM Social Responsibility and Ethics ... – PowerPoint PPT presentation

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Title: MANAGEMENT 339: PRINCIPLES OF MANAGEMENT AND OPERATIONS


1
MANAGEMENT 339 PRINCIPLES OF MANAGEMENT AND
OPERATIONS
  • What is Operations Management (OM) ?
  • Activities that relate to creation of goods and
    services through transformation of inputs
  • Relationship to other functional areas such as
    Marketing and Accounting Finance
  • Key areas in OM
  • Product/service design/Process design/Capacity
    planning/facilities location and design
    (Layout)/Quality management/HR and job
    design/Supply chain management/Inventory and
    materials management/Operations planning and
    scheduling/Maintenance
  • We will learn principles/methods to handle issues
    in these areas

2
MANAGEMENT 339 PRINCIPLES OF MANAGEMENT AND
OPERATIONS
  • What are Principles of Management ?
  • Principles applicable to all functions of the
    organization
  • Principles applicable at all levels of the
    organization
  • Principles useful to all levels of managers
  • What are the levels of the organization ?
  • Corporate Business Functional. Page 273.
  • What are levels of managers/management ?
  • Top management, middle management,
    entry-level/first-level/supervisory

3
MANAGEMENTWhat all managers do
  1. Achieving Objectives/Goals
  2. Functions of Management
  3. Efficient Use of Resources

4
MANAGEMENT
  • Definition Pg 8
  • Goal/objective directed
  • A process involving management functions
  • Resources assembling and using
  • Setting
  • Organizational - functions, people, coordination
  • External environment

5
How good is our management ?
  • Effectiveness Achieving objectives, goals
  • Efficiency Managing resources
  • OUTPUT INPUT

6
Efficiency
Team A Team B Target
Tickets Sold 200 150 250
Spent 100 50
Efficiency 200/100 150/50
7
Function of ManagementPg 25
Process of Management
  • Planning
  • Organizing
  • Directing/ Leading
  • Control

8
Planning at Different Levels of Management
Planning Horizon Long Medium Short
Planning Type Strategic Tactical Operational
Skills (pg 32) Conceptional Human Technical
TOP MIDDLE FIRST LEVEL
9
Trends in Management and OM
  • Globalization
  • Growth of service sector
  • Emphasis on quality and productivity
  • TQM and JIT philosophies
  • Social responsibility and ethics
  • Diversity issues
  • Emphasis on Technology, IT, logistics,
    integration, coordination SCM

10
Social Responsibility and Ethics
  • Why relevant to business studies Pg. 151
  • SR obligation of an organizations management to
    make decisions and take actions that will enhance
    the welfare and interests of society as well as
    the organization
  • Economic, legal, ethical and discretionary
    responsibilities
  • What organizations can do 164-
  • Leadership, code of ethics, compliance
    committees/officers, policies (e.g.
    whistle-blowing), training

11
ETHICS IN MANAGEMENT
  • Ethics The code of moral principles and values
    that govern the behavior of a person or group
    with respect to what is right or wrong.
  • Values Statements
  • Code of ethics
  • New employee orientation, employee training
  • Leadership, corporate culture

12
An Overview of Planning. Pg 270-
  • Purpose
  • Direction, standards for measurement
  • Types of plans
  • Strategic, Tactical and Operational
  • See chart on page 270
  • Planning process
  • Pg 275
  • Setting Objectives/Goals. 279-
  • Principles Page 288-
  • Specific, Measurable, Realistic but challenging,
    Participation
  • MBO. 291

13
Strategic Management. Chapter 6
  • Objective Competitive advantage
  • Characteristics of competitive advantage. 194-
  • Superiority, inimitability, durability,
    non-substitutability, appropriate levels of
    profits/gains
  • Strategic Management process 197
  • Strategic Intent/Vision/Mission
  • Environmental Analysis
  • Revised Vision/Mission and LT objectives 198-
  • Detailed situation analysis
  • Formulate strategies
  • Develop action for implementation Programs,
    Policies, Budgets
  • Plan monitoring

14
ENVIRONMENTAL SCANNING 204- EXTERNAL ENVIRONMENT
  • ECONOMY
  • POLITICAL-LEGAL
  • SOCIO-CULTURAL
  • TECHNOLOGY
  • GLOBAL/INTERNATIONAL
  • COMPETITION
  • CUSTOMERS
  • SUPPLIERS

15
INTERNAL ENVIRONMENT
  • FUNCTIONAL AREA RESOURCES
  • Finance, Marketing, Operations, HR, MIS, RD
  • ORGANIZATION STRUCTURE
  • Dividing work, Authority Responsibility,
    Information flow, decision making
  • CORPORATE CULTURE
  • Social responsibility and ethics, integration and
    intensity of competitive priorities

16
STRATEGIC MANAGEMENTFORMULATING STRATEGY
EXT. ENVT.
MISSION OBJECTIVES
SITUATION ANALYSIS
INT. ENVT.
STRATEGY
17
SITUATION ANALYSIS
  • SWOT ANALYSIS. 214
  • PORTFOLIO ANALYSIS. 211
  • PRODUCT LIFE CYCLE ANALYSIS 209
  • INDUSTRY/ COMPETITION ANALYSIS

18
STRATEGY
CORPORATE LEVEL(GRAND)
GROWTH
STABILITY
RETIREMENT
BUSINESS LEVEL Pg 200
COST LEADERSHIP
DIFFERENTIATION
FOCUS
Competitive Priorities Cost/Price Quality
Availability
Dependability
FUNCTIONAL LEVEL
OPERATIONAL STRATEGY
19
GROWTH STRATEGY
  • CONCENTRATION
  • DIVERSIFICATION
  • VERTICAL INTEGRATION
  • ACQUISITIONS MERGERS

20
Functional level strategyE.g. Operations Strategy
  • PRODUCTS/SERVICES
  • PROCESS
  • TECHNOLOGY
  • QUALITY
  • WORK FORCE
  • FACILITIES
  • SUPPLIERS/VERTICAL INTEGRATION

21
STRATEGY IMPLEMENTATION
  • Organizing and Directing view
  • Policies/procedures, Programs and Budgets view
  • Seven S view . Pg 218
  • What are policies? Why important here?
  • Programs are MT and ST plans
  • Elements

22
MANAGEMENT CONTROLChapter 16
  • The systematic process through which managers
    regulate organizational activities to make them
    consistent with expectations established in
    plans, targets, and standards of performance.

23
MANAGEMENT CONTROLSteps 570-
  • SETTING STANDARDS
  • MEASURING ACTUAL PERFORMANCE
  • COMPARISON ANALYSIS
  • CORRECTIVE ACTION/ NO ACTION

24
Stages of Management Control589-
  • Preliminary control
  • Concurrent control
  • Post/Feedback control
  • Examples of control 577- quality control,
    process control, employee evaluations, customer
    satisfaction surveys, supplier evaluations

25
Principles of Effective Control591
  • Focus
  • Amount of
  • Quality of information
  • Flexibility
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