Def:

A manager is a person responsible for planning and directing the work of a group of individuals, monitoring their work and taking corrective actions when necessary. A manager helps others get more done by: o motivating them oproviding directions omaking sure they are working together toward a common goal oremoving roadblocks and providing feedback.

Develop a mindset that change is an opportunity rather than a threat and an effective system for instigating and implementing new ideas. Stress on Constant Experimentation with Persistence. When is the best time to change? When an organisation is doing well and can effect change in its own time and under its own terms, thus consolidating its competitive hold. Be Proactive.

What is a Stretch Goal? A goal that cannot be achieved in small improvements or steps. Management is an ongoing process that requires extending onself to the limit for the goal to be actualised. P.O.S.D.Co.C i.e Planning Organising Staffing Directing Co-ordinating Control is essential. Youre going to have to motivate people, remove roadblocks from their path, and focus them on the things that are most important

Systematic Assessment Techniques must be designed. Treat every employee with respect Help employees align their personal goals with their work goals Comfortable work environment to increase productivity Encourage employee communication and cooperation.

IBM and Google, both are high-tech companies that attract and motivate the brightest engineers and computer scientists. Both run campus-like research facilities and compete against aggressive rivals. Yet the two firms couldnt be more different when it comes to their compensation plans, which are built on two different theories about how best to manage and motivate workers. IBM, founded in 1888, adopts classical management theory, resulting in a traditional compensation plan. Money is assumed to be the primary motivator. The chief means of compensation are pay and financially valuable benefits, such as retirement plans and insurances. The companys website states, Cash compensation opportunities include base pay, performance bonus, commissions, awards and other forms of earnings. Bonuses are related to workers contribution as well as overall business unit performance, and usually equal 2 to 8 percent of annual pay. IBM offers generous paid vacation and holidays. Flexible schedules and telecommuting are options for some employees. IBMs website also lists fun benefits, which include, for example, reduced-price products, fitness centers, and cooking lessons. Google, founded in 1998, takes a more behavioral approach to all of its operations, including its compensation plan. Money is just one motivator among many. Google offers generous base pay and stock options for many workers, common for high-tech startups. Other motivators include fun, friendship, intellectual challenge, and the chance to give back. There is a Google childcare center, on-site medical care and massages, reimbursement for using public transportation, and free meals and snacks all day. Employees can spend up to 20 percent of their time on projects of their choosing. Theres beach volleyball, roller hockey, yoga, and pinball machines for relaxation. Google goes far beyond the traditional, offering live piano music, lava lamps, and a welcome to dogs, who share office space with their owners. Of course, the difference between the two firms isnt absolute. Both offer some traditional and some nontraditional benefits. Both companies have been remarkably successful with their different policies. The comparison demonstrates that both a classical and a behavioral approach can be equally successful. The key is to choose the approach that best fits the companys management perspective and organization culture

Not all the employees will do their best. The idea is to identify the 20% of the workforce who will do 80% of the work.

Real leaders produce more leaders Thus, temptation to keep such employees should be avoided. Solution: the best thing for your company is to make sure that the employee finds a home in another part of your company where he or she can continue to contribute

Hiring is easy, but hiring the right person for the right job is most difficult. The idea is to develop a capability through which you are able to explore the people, their competencies and recognize their key area of performance. You should be able to hire the right people for the right kind of job.

Inspite of planning, things are ought to deviate and go wrong. What should be done? Continuous Implementation and Improvisation must be done. One should be like a Thermostat and not like a Thermometer.

Since the environment is dynamic, deviations arise at all levels therefore the manager needs to devise new improved methods of management.

Taking the Indian Corporate Global The corporate is now affected by people of diverse culture, race, thinking and decision makers, attitudes etc Connectivity has increased manifold thus increasing competition Allignment with different corporate and government laws and economy Outsourcing: Outsourcing is a major issue facing

managers today. By moving many jobs abroad, firms may lower their costs. But at the same time, they also reduce jobs available in their domestic environment

A particular challenge is making CSR an obligation of everyone in the organization; making it a part of the organizational culture and not merely a public-relations activity. Organizations must consider the societal impact of their decisions and actions Social and environmental responsibilities are essentials

More and more organisations are taking quality as the basis for competition Improving quality tends to increase productivity because making higher-quality products generally results in less waste of time and resources . Enhancing quality lowers costs

The market has now an increased share in the service sector. Service technology involves the use of both tangible resources (such as machinery) and intangible resources (such as intellectual property) to create intangible services (such as a haircut, insurance protection, or transportation between two cities).

Continuous Implementation of new technologies, integrating with existing systems and ensuring cost effectiveness, places a never ending challenges before a manager. Merely investing in new technology without careful planning and assessment, need not necesarily result in improved business performance. Convincing people to shift from existing routines to something new is a challenge. Thus, with more tech savvy people it is easier to implement the changes.

At the peak of Coca-Colas dominance of the soft-drink industry, about 1996, the company seemed invincible Cokes then- CEO Roberto Goizueta had poor strategy, weak leadership, shoddy implementation, and innovation failures Result: Pepsi regrouped and emerged as a strong competitor.

In 1997, the new CEO Douglas Ivesters analytical, hard-working approach relied heavily on numbers while neglecting to motivate and develop employees Under their leadership, Coke developed superior technical and operational skills, but vision, implementation, motivation, group processes, and culture received little attention Innovation suffered too. There were two new low- calorie drinks, Diet Coke with Splenda and Coca-Cola Zero, yet there hasnt been a truly innovative beverage developed since the launch of Diet Coke in 1982.

Capable leaders were replaced by less capable, as a result there was loss of talent and experience at Coke. Understanding: The managers need to learn what makes the business work really? The managers need to focus on todays competitive environment and how that environment will change tomorrow Human Element is extremely important at workplace

the ability to motivate staff and unite them in pursuit of common goals; vision and the ability to articulate and communicate the vision clearly; integrity and fairness; the ability to focus on outcome and achievement; the ability to deal with accelerated change; a flexible and receptive mind; the ability to combine cognition with creativity; and commitment and determination