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the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resource
short: process of working with people and resources to accomplish organizational goals |
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| Social entity that is goal directed and deliberately structured |
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| Desired future condition an organization decides to achieve |
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| A measure of how well the goals have been accomplished EX: Managers choosing the right goals and achieving them |
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| Measure of how resources are used to achieve organization's desire goal |
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| Specifying goals and ways to attain them |
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| Monitoring performance and making corrections |
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| Assigning and coordinating resource to achieve goals |
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| Influencing to motivate employees |
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| Top Management (vertical) |
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-Sets goals
-define long-term strategies
-monitor and interpret external environment
-communicate vision
-nurture entrepreneurial spirit
-communicate with stakeholders
EX: CEO, VP, HEAD |
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| Middle Management (vertical) |
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-implement strategies and policies
-concerns with near-term results
-establish good relationship with peers
-encourage teamwork and resolve conflicts
EX: General manager, administrator, product or service manager, department manager |
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| First-Line/Front Line Management (vertical) |
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-apply rules and procedures
-provide technical assistance
-motivate subordinates
EX: Production, sales, Supervisor |
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| Functional Managers (horizontal) |
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Responsible for a department that performs a single functional task such as account, sales, finance
-focus on technical areas of expertise
-involves employees with similar training and skills |
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| General Managers (horizontal) |
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| Responsible for several departments that perform different functions -responsible for all activities of the unit -employees w/ different skills need to be managed and coordinated -need to acquire strategic and multicultural competencies -project managers are a subset |
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| Conceptual & decision skills |
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-cognitive ability to see the organization as a whole and the relationship among its parts
-ability to identify and resolve problems |
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| Interpersonal & communication skills (human) |
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| -ability to work with and through other people and to work effectively as a group member |
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| -understanding of procedures and proficiency in the performance of specific tasks |
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| Managing by information (monitor, disseminator, spokespersons |
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| Managing through people (figurehead, leader, liaison) |
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| Managing through action (entrepreneurial, disturbance handler, resource allocator, negotiator) |
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| -long term direction and strategic intent of a company -points to future -provides perspective on where the organization is headed |
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| Reason for existing -states basic business scope and operations -may include market and customers -some may describe values, quality, attitude |
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-Actions steps used to attain goals
-blue that defines the activities and resource allocations
-tends to be long term in years |
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| SMART (SPECIFIC, MEASURABLE, ATTAINABLE, RELEVANT, TIMEBOUND) |
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| Senior Management S - precise, describing behaviors and outcomes M - both qualitative and quantitative A - cover key result areas R - contribute to overall mission and consistent with values T - time measure |
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Middle management
- goals for major divisions and departments to achieve
-designed to help execute major strategic plans
-shorter time frame than strategic plans |
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Lower management
-specific, measurable results
-expected from departments, work groups, and individual
lower levels that specify action steps
-tool for daily and weekly operations
-schedules are important |
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| For programs and projects |
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| For repeated tasks and policies |
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Building scenarios for crisis management
-prevention
-preparation
-containment |
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| Situational --> Alternative goals --> Goal evaluation --> Goal selection --> Implementation --> Monitor/Control |
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| Business function responsible for planning, coordinating, and controlling the resource needed to produce a company's products and/or services |
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| Activities that provide a combo of time, location, form, and psychological values |
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| Involves the conversion of inputs into outputs |
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| Difference between the cost of input and the value or price of outputs |
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| -Intangible -Cannot be inventoried -High customer contact -Short response time -Labor intensive |
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| -Tangible -Can be inventoried -Low customer contact -Longer response time -Capital intensive |
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| One or more actions that transform inputs into outputs |
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| These govern the operation of the entire organization |
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| These are core processes that make up the value stream |
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| These support the core processes |
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| Natural variation that is present in all processes. Generally it cannot be influenced by managers |
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| Variation that has identifiable sources. It can be reduced or eliminated by analysis and correction |
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How effectively an organization meets the wants and needs of customers relative to others that offer similar goods or services
-achieved though exploiting core competencies/distinctive competencies |
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Based on knowledge and experienced over time and can't easily be imitated
-Access to new and wide variety of markets
-Significant contribution to perceived customer benefits
-Difficult for competitors to imitate |
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| Three types of business strategy |
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| Low Cost, Product differentiation, Quick Response |
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| Business strategy into operations and supply chain actions |
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Performance dimension on which customers expect a minimum level of performance
Cost, Quality, Delivery, Flexibility |
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Performance dimensions that differentiate a company's products and services from its competitors
service, environmental, location, mass customization |
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| = Current Productivity - Previous / Previous |
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| Ratio of output of GOOD product to input |
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Obtaining product or service from outside
Higher productivity is key reason |
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The upper limit or ceiling on the load that an operating unit can handle at a period of time
-What kind of capacity is need? How much? When? |
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Output or as availability of inputs
Cannot be measured in $ |
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| Max output rate or service capacity an operation process or facility is designed for |
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| Design capacity minus allowances such as personal time, maintenance an scrap |
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| rate of output actually achieve -- cannot exceed effective capacity |
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| = Actual Output / Effective capacity |
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| = Actual output / design capacity |
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| Capacity Planning Process |
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| Estimate future > Evaluate existing > Identify alternatives > Conduct financial analysis > Assess issues ( competitors, availability) > Select > Implement > Monitor |
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| Key Decisions of Capacity Planning |
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-Amount of CP needed CP buffer = 100% - Utilization
-Timing of changes
-Need to maintain balance in the line (bottlenecks)
-Extent of flexibility of resources |
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| Assumptions of cost-volume analysis |
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1.One product is involved
2.Everything produced can be sold
3.Variable cost per unit is the same regardless of volume
4.Fixed costs do not change with volume
5.Revenue per unit constant with volume
6.Revenue per unit exceeds variable cost per unit |
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| If the output rate is less than the optimal level, increasing output rate results in decreasing average unit costs |
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| If the output rate is more than the optimal level, increasing the output rate results in increasing average unit costs |
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| Reasons for product or service design |
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Economic - low demand, excessive warranty claims, cost efficiency
Social & demographic - population shirts
Technological - improvement in component and processes
Availability - Raw materials, suppliers
Competitiveness - New service for new product, new ad, packaging
Legal - FDA, OSHA, liability, UCC
Ethical, Environmental |
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| Techniques for product/service design |
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- product/ service life cycle
- degree of newness
- standardization
- component commonality
- mass customization (delayed and modular
- concurrent engineering
- quality function
- reliability
- robust design
- design for manufacturing
- computer aided design
- sustainability |
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| intro - growth - maturity - saturation - decline |
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modification and expansion (of existing) low in newness
clone
new |
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| Extent to which there is an absence of variety in a product service or process |
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| Multiple products share high degree of similarity and can share components |
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| Producing standardized goods but incorporating some degree of customization |
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| Producing but not quite completing until preferences are known |
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| Component are subdivided into modules for easy replacement and interchanging |
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| Quality Function Deployment |
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| Voice of customer, use feedback |
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| Ability to perform its intended function under a prescribed set of conditions |
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| Results in product or services that can function over a broad range of conditions |
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