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Management
Management
By
Objectives
What is MBO?
• Management by objectives (MBO) is a
systematic and organized approach that allows
management to focus on achievable goals and
to attain the best possible results from
available resources. It aims to increase
organizational performance by aligning goals
and subordinate objectives throughout the
organization. Ideally, employees get strong
input to identify their objectives, time lines for
completion, etc. MBO includes ongoing
tracking and feedback in the process to reach
objectives.
What is MBO?
• Management by Objectives (MBO) was first
outlined by Peter Drucker in 1954 in his book
'The Practice of Management'. In the 90s,
Peter Drucker himself decreased the
significance of this organization management
method, when he said: "It's just another tool.
It is not the great cure for management
inefficiency... Management by Objectives
works if you know the objectives, 90% of the
time you don't."
Benefits of MBO
• Improvement of managing
• Clarification of Organisation
• Encouragement of Personal commitment
• Development of Effective control
Benefits of MBO
MANAGEMENT
BY
EXCEPTIONS
Controlling as a Management
Function
• Controlling
– A process of monitoring performance and taking
action to ensure desired results.
– It sees to it that the right things happen, in the
right ways, and at the right time.
Controlling as a Management
Function
• Controlling
– Done well, it ensures that the overall directions of
individuals and groups are consistent with short
and long range plans.
– It helps ensure that objectives and
accomplishments are consistent with one another
throughout an organization.
Controlling as a Management
Function
• Controlling
– It helps maintain compliance with essential
organizational rules and policies.
Controlling as a Management
Function
• Cybernetic Control System
– One that is self-contained in its performance
monitoring and correction capabilities.
(thermostat)
– The control process practiced in organizations is
not cybernetic, but it does follow similar
principles.
The Control Process
• Establish objectives and standards.
• Measure actual performance.
• Compare results with objectives and
standards.
• Take necessary action.
Measuring Actual Performance
• Measurements must be accurate enough to
spot deviations or variances between what
really occurs and what is most desired.
• Management-by-Exception focuses
managerial attention on substantial
differences between actual and desired
performance.
Economics & Principles of
Management
SWOT ANALYSIS
Strength
• Strength is the power and excellence with the
resources, skills and
• advantages in relation to the competitors. A strength
is a distinct technical
• superiority with best technical know-how, financial
resources and skill of the
• people in the organization, goodwill and image in the
market for the product and
• services, company’s access to best distribution
network, the discipline, morale,
• attitude and mannerisms of the employees at all
levels with a sense of belonging.
Weakness
• Weakness is the incapability, limitation and
deficiency in resources such
• as technical, financial, manpower, skills, brand
image and distribution pattern. It
• refers to constraints or obstacles, which check
movement in a certain direction
• and may also inhibit an organization in gaining
a distinct competitive advantage.
Opportunities
• Environmental opportunity is an alternative area for
company’s action in
• which the particular company would enjoy a competitive
advantage. An
• opportunity is a major favorable advantage to a company.
Proper analysis of the
• environment and identification of new market, new and
improved customer group
• with better product substitutes or supplier’s relationship
could represent
• opportunities for the company.
Threat
• Environmental threat is the challenge posed by the
unavoidable trend or
• development that would lead, in the absence of purposeful
action to the erosion
• of the company’s position. Slow market growth, entry of
resourceful multinational
• companies, increase bargaining power of the buyers or sellers
because of a
• large number of options, quick rate of obsolescence due to
major technological
• change and adverse situation because of change of
government policy rules and
• regulation is disadvantageous to any company and may pose a
serious threat to
• business operation.
Economics & Principles of
Management
SUPPLY CHAIN
MANAGEMENT
Supply Chain Management
}
Supplier
Supplier
Supply Chain Management
Supplier
Supplier
Introduction
A supply chain is a sequence of organizations –
their facilities, functions and activities - that are
involved in producing and delivering a product or
service
Introduction
Supply chain management deals with linking the
organizations within the supply chain in order to
meet demand across the chain as efficiently as
possible
Introduction
Supply chain management deals with linking the
organizations within the supply chain in order
to meet demand across the chain as efficiently
as possible.
Supply chains are dynamic - they evolve and change over time
Supply chains and vertical integration
ACTIVITY
BASED
MANAGEMENT
Activity-Based Management
2. Top-Management Commitment
3. Change Champion
4. Change Process
5. Continuing Education
Economics & Principles of
Management
ENTREPRENUER
RESOURCE
PLANNING
Definition
A cross-functional enterprise system
Decreased Costs
Decision Support
Enterprise Agility
technology
Requirement for
implementation ERP Systems
People
Project Structure
Should be aligned to processes
Process
Implementation Process (outlined in detail)
Adapt your processes to those of the ERP.
Technology
Hardware
Software
Integrated Systems
Economics & Principles of
Management
STRATEGIC
MANAGEMENT
Why Strategic Management?
Corporate strategy
Business strategy
Functional strategy
Levels Of Strategy
Corporate level
Business level
Functional level
Corporate strategy
Corporate strategy is one, which decides what
business the organization should be in, and how
the overall group of activities should be
structured and managed. Porter has described
it as the overall plan for a diversified business.
The strategies are then evolved for each
strategic business unit and strategic
business area.
Strategic business unit
As the number and diversity of products
increases the structure is likely to
be centered upon division called Strategic
Business Unit (SBU). SBU are
responsible individually for developing,
manufacturing and marketing their own
product or group of products
Functional Strategy
Strategy that is related to each functional area
of business such as production, marketing and
personnel is called functional strategy. It is
Designed and managed in a coordinated way so
that they interrelate with each other and at
the same time collectively allow the competitive
strategy to be implementedproperly.