INTRODUCTION TO STRATEGY AND MANAGEMENT.pptx

INTRODUCTION TO STRATEGY AND MANAGEMENT.pptx

1. INTRODUCTION TO THE STRATEGY AND MANAGEMENT TERMINOLOGY Ing. Veronika Svatošová, Ph.D. Mendel university in Brno Faculty of Refional Development and International Studies Department of Regional and Business Economics Třída Generála Píky 2005/7 Brno, 613 00, Czech Republic Contact : [email protected] WEB : http://frrms.mendelu.cz/en/

2. Content of the course Definition and revision of basic related terminolog y Case studies SME characterization – benefits and shortcomings Failures and key success factors in SME Features of SME management Features of SME strategy

3. DEFInitions of basic terminological terms Management

4. MANAGEMENT ( definition ) Management represents a set of validated views, experiences, recommendations, and methods that managers use for solving specific activities (managerial functions) to achieve the organization's goals, including its prosperity. The concept of management as science and art Interdisciplinary field - d raws from various social and natural sciences, and recommend ation s using proven and generalized methods of achieving goals .

5. M anagement is understood in these concepts : Some way of managing people - management as an activity where the manager does not perform the tasks himself, but does it through other people. Management is then interpreted as an art to achieve organizational goals through other workers A certain group of people in companies or other structures – like management, are referred to as executives (managers) who perform managerial functions. If we talk about the top management of a business, then we mean the top executives of the business The professional discipline and the field of study – management is characterized as a set of approaches (opinions, recommendations, principles, methods, techniques) used by managers to manage managerial functions and thereby achieve a set of organizational goals.

6. Goals of organization Goals mean the final state to which all business activities should go. Goals are set for different areas of the organization, with typical business goals being profitable, marketing, growth, social, research and development goals, improving the efficiency of the production process, product quality growth . Targets can be divided into three main categories: Economic goals Quantitative goals Qualitative goals

7. Be SMART goals Specific - it should be clear what the target is and what effects are expected from it. Measurable - it should be possible to measure goals without excessive effort. Acceptable , action oriented - the goal should be understood and accepted by those who are expected to achieve it. Realistic - The goal should be achievable as well as stimulating Timed Bound - there should be a date to reach the goal.

8. ManaGer The manager, primarily the profession - the bearer of this profession is responsible for achieving the goals of the assigned organizational units. He/ she uses a team of co-workers. He/ she m anages work and assume responsibility for the results of other people's work . The role of the manager is, in particular, to induce subordinate workers to achieve their goals . To achieve this, they must have certain properties ( inborn and acquired ).

9. Ideal manager's assumptions Inborn - the need to lead , to have power, to be able to cope with the needs of co-workers, natural authority. A cquired - conceptual, human and technical skills, economic theory, business theory, social-psychological knowledge, methods of management, good physical and mental condition. These assumptions can be summarized as follow ing : general intellectual abilities and creative thinking special management and organizational skills friendly attitude towards the introduction of new things physical and mental stamina and resistance to psychological stress communication and expressive skills methodical readiness for company development management

10. Level of management Top m anagers (Top Level) direct and coordinate all activities and create the company's economic policy. 2nd level managers (middle level) a large and varied group of managers heads of various departments (sales, purchasing, personnel) the largest share of providing and retrieving information (up to 40% of their time) 1st level managers (lowest level ) consists of masters, workshops managers, etc. Managers are ranked as employees

11. Managerial tasks MANAGEMENT OF WORK & PRODUCTION MANAGEMENT OF STAFF MANAGEMENT OF ORGANIZATION

12. Manager versus leader The concepts of manager and leader are not identical but overlap. M anager is the person responsible for organizing and achieving organizational goals. Leader is a person who has the ability to get people to follow his way to meeting organizational goals, where this term expresses the feature of the person who leads .

13. Strategy The concept and structure of the strategy Identif ication of long-term core goals of the organization and identif ication the necessary actions and resources to achieve these goals Strategy characterization Strategy is a mean of defining an organization in line with long-term goals. It is based on the vision of the business and its mission . It defines the basic forms of competitive business struggle . It is a mean of achieving a competitive advantage by taking advantage of the strengths and opportunities of the business and eliminating the threats and weaknesses of the business. It is an integrating model for decision making . The timeline of the strategy is relative and is influenced by the specific needs and conditions of the business .

14. Levels of strategy

15. Strategic process of management

16. Managerial functions The most used classification according to Koontz and Weihrich : Sequential managerial functions ( gragual ) Planning Organization Selection and deployment of co-workers or staffing Leadership Control ling   Continuous managerial functions (paralel) Analysis of solved problems Decision making Implementation

17. Definition of managerial functions Planning - setting future goals and ways to achieve them. Organiz ing - transfer of plans into activities; security of resources (material, financial, human, etc.), or conditions for carrying out planned activities. Human resources ( staffing ) - occupying positions in the organizational structure and maintaining their occupation. Leadership - the ability to guide, motivate, stimulate, pull people to properly accomplish the required tasks to achieve the goals . Controlling - verifying the compliance of the plan with reality and accepting conclusions Analysis - analysis of existing facts and verification of the accuracy of the information obtained. Decision Making - p rocesses for solving decision problems, i . e . problems with more (at least two) solutions.

18. History of management and its development

19. HISTORY OF MANAGEMENT ( scheme ) Management Change management (innovation management, reengineering) Knowledge management, learning organization Classical management – 1st half of 20th century Managerial approaches – 2nd half of 20th century Current managerial approaches Crisis & risk management TQM, Japan management Marketing management, Management by Objectives Proess approach System approach Empirical approach, situational management Quantitative management Strategic approaches (Ansoff, Porter, Mintzberg) Scientific management Bureaucratic & administrative management Work management Social oriented management Interpersonal, behavioal management