1. MANAGEMENT 339: PRINCIPLES OF MANAGEMENT AND OPERATIONS
What are the levels of the organization ?
Corporate; Business; Functional. Page 130; Pg 151
What are levels of managers/management ?
Top management, middle management, entry-level/first-level/supervisory Page 20
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 managers

2. MANAGEMENT What all managers do Page 12
Achieving Objectives/Goals
Functions/Process of Management
Efficient Use of Resources
Managing organizational change

3. MANAGEMENT Definition: Pg 5 Goal/objective directed
A process involving management functions
Resources: assembling and using
Setting:
Organizational - functions, people, coordination
External environment

4. How good is our management ?
Effectiveness: Achieving objectives, goals
Efficiency: Managing resources
OUTPUT INPUT

5. Efficiency Team A Team B Target Tickets Sold 200 150 250 $ Spent 100
200/100
150/50

6. Function of Management Pg 12 -
Process of Management
Planning
Organizing
Directing
Control

7. Planning at Different Levels of Management
Horizon
Long
Medium
Short
Planning
Type
Strategic
Tactical
Operational
Skills (pg 20)
Conceptual
Human
Technical
TOP
MIDDLE
FIRST
LEVEL

8. WHAT IS OPERATIONS MANAGEMENT ? OM Chapter 1
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

9. KEY CONCEPTS IN OM OM Chapter 1
Process view OM chapter 1; pg. 5
Supply chain view. Pg 7
Operations Strategy: Areas for making long term plans in operations
PRODUCTS/SERVICES
PROCESS
TECHNOLOGY
QUALITY
WORK FORCE
FACILITIES
SUPPLIERS/VERTICAL INTEGRATION
Productivity Pg 19

10. Contemporary Challenges in Management and OM Pg 6-
Technological changes
Globalization
Growth of service sector
Emphasis on quality and productivity
TQM and JIT philosophies
Social responsibility and ethics
Emphasis on integration, coordination using IT: SCM

11. Social Responsibility and Ethics
Why relevant to business studies
SR: obligation of an organization’s management to make decisions and take actions that will enhance the welfare and interests of society as well as the organization
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.
Economic, legal, ethical and discretionary responsibilities
What organizations can do:
Leadership, code of ethics, Values statements, compliance committees/officers, policies (e.g. whistle-blowing), training, a corporate culture

12. An Overview of Planning Chapter 6
Purpose
Direction, standards for measurement
Types of plans
Strategic, Tactical and Operational 146
Planning process Pg 151
Setting Objectives/Goals. 161
Principles: 161-
Specific, Measurable, Realistic but challenging, Participation, Timely
Tools: Budgets

13. Strategic Management. Chapter 5
Objective: Competitive advantage
Characteristics of competitive advantage. 116-
Superiority, inimitability, rarity, durability, non-substitutability, appropriate levels of profits/gains
Strategic Management process 118-
Strategic Intent/Vision/Mission
Environmental Analysis
Revised Vision/Mission and LT objectives
Detailed situation analysis
Formulate strategies
Develop action for implementation: Programs, Policies, Budgets
Plan monitoring

14. ENVIRONMENTAL SCANNING 119-: EXTERNAL ENVIRONMENT
ECONOMY
POLITICAL-LEGAL
SOCIO-CULTURAL
TECHNOLOGY
GLOBAL/INTERNATIONAL
COMPETITION
Porter’s industry competition analysis ; 126
CUSTOMERS
SUPPLIERS

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

16. STRATEGIC MANAGEMENT FORMULATING STRATEGY
EXT. ENVT.
MISSION
OBJECTIVES
SITUATION
ANALYSIS
INT. ENVT.
STRATEGY

17. SITUATION ANALYSIS SWOT ANALYSIS. 129 PORTFOLIO ANALYSIS.
PRODUCT LIFE CYCLE ANALYSIS
INDUSTRY/ COMPETITION ANALYSIS – See previous discussion

18. STRATEGY CORPORATE LEVEL(GRAND) GROWTH STABILITY RETIREMENT
BUSINESS LEVEL: 131
COST LEADERSHIP
DIFFERENTIATION
FOCUS
“Competitive Priorities”: Cost/Price Quality Availability
Dependability OM Chap 1 Pg 14
FUNCTIONAL LEVEL:
OPERATIONS STRATEGY

19. ACQUISITIONS & MERGERS
GROWTH STRATEGIES
CONCENTRATION
DIVERSIFICATION
VERTICAL INTEGRATION
ACQUISITIONS & MERGERS

20. STRATEGY IMPLEMENTATION Pg 136-
Organizing and Directing view
Policies/procedures, Programs and Budgets view
What are policies? Why important here?
Programs are MT and ST plans
Elements

21. MANAGEMENT CONTROL Chapter 14
The systematic process through which managers regulate organizational activities to make them consistent with expectations established in plans, targets, and standards of performance.

22. MANAGEMENT CONTROL Steps 402-
SETTING STANDARDS
MEASURING ACTUAL PERFORMANCE
COMPARISON ANALYSIS
CORRECTIVE ACTION/ NO ACTION

23. Scope and Stages of Management Control 407-
Control at all levels: strategic, tactical and operational
Preliminary control
Concurrent control
Post/Feedback control
Examples of control: quality control, process control, employee evaluations, customer satisfaction surveys, supplier evaluations

24. Principles of Effective Control 419-
Focus
Amount of
Quality of information
Flexibility
Timeliness