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How Managers Think About Management

This article discusses the concepts of management and strategic planning, including its definition, purpose, and deliverables. It explores the roles and responsibilities of different managers in various departments and provides insights into the process of creating a strategic plan.

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How Managers Think About Management

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  1. How ManagersThink About Management For My Friends in BSAD 101 By Thomas Hilton

  2. Topics • What is Management? • Who Manages What? • Strategic Planning • Definition/Purpose • Context • Deliverables • Method

  3. What is Management? Strategies, goals, tasks Teams, departments, divisions Policy development Policy Enforcement • Planning • Organizing • Directing • Controlling • To achieve agreed-upon goals • Is management the same as leadership?

  4. Who Manages What? StrategicManagement Sales & Operations & Accounting Human Research & Marketing Manufacturing & Finance Resources Development Long-range Medium-range Short-range Tactical Management Technical Management

  5. Definition: Strategic Planning Strategic Planning is a procedure for determining the • direction in which an organization needs to move to fulfill its mission • basic objectives of an organization and allocating resources to their accomplishment

  6. Definition: Strategic Plan A strategic plan is a document that • results from strategic planning • contains the mission, direction, goals, etc. of the organization • acts as a road map for carrying out the strategy and achieving long-term goals

  7. Deliverables/Results • Coordination of All Parts of the Organization • Sense of Direction, Ethos • Sense of Ownership, Membership, Motivation • Strategic Planning Document

  8. Method • Core Values • Mission • Vision • Goals • Objectives • Tasks Identify , develop, document… • Strategic Planning Team • Stakeholders • Scope of Plan • Environmental Influences

  9. Strategic Planning Team • Influential (or at least credible) • Representative (or consultative) • Few in number • Broad viewpoint

  10. Stakeholders • Recipients of organization output • Providers of organization input • Members of the organization • Many in number (sample them) • Narrow viewpoint

  11. Plan Boundary/Scope • Negotiable • Revisit as needed throughout planning process • Approximate the client’s scope of practice • Establish accountability

  12. Trends in the Environment • Markets • Competitors • Regulations • Staffing • Capital • Technology

  13. Core Values • Moral justification for organization’s existence • Permanent • Internalized organization-wide • Ideological

  14. Mission • Main area(s) of organization accomplishment • Nearly permanent • Shared organization-wide • Conceptual

  15. Vision • Chosen instantiation of the mission • Rarely changes • Accepted organization-wide • Broadly Contextual

  16. Goals • Components of the vision • Change slowly as accomplished (or abandoned) • Accepted by appropriate divisions in the organization • Specifically Contextual

  17. Objectives • Components of each goal • Change per planning cycle (five years?) • Accepted by appropriate departments within divisions of the organization • Measurable (often via surrogates)

  18. Tasks • Components of each objective • Change relatively often (annually?) • Accepted by appropriate persons/work-groups with budget, deadline, and deliverables • Performable, directly measurable

  19. Timing Considerations • Complete in Days or Weeks • Revise Annually (Quarterly?) • Most Revision in Tasks, Objectives, Goals

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