Managing and Performing

Managing and perfomance

 We begin here by highlighting four key elements that make the current business landscape different from the past :

• Globalization

Globalization also means that a company's talent can come from anywhere.Globalization affect small companies as well as large. Many small companies export their goods. Many domestic firms assemble their product in other countries. and companies are under pressure to improve their products in the face of intense competition from foreign manufacturers

•         Technology change

Why is the internet so important to business? it is a marketplace, a means for manufacturing goods and services, a distribution channel, an information services, and more. It improves efficiency of decision making. it facilitates design of new products, from pharmaceuticals to financial services

•       Knowledge management
  "Knowledge management" is the set of practise aimed at discovering and harnessing an organization's intellectual resources-fully utilizing the intellectuals of the organization's people.
•  collaboration across "boundaries"
  One of the most important process of knowledge management is to ensure that people in different parts of the organization collaborate effectively with one another. this require productive communication among different departments, divisions, or others subunits of the organization.collaboration across " boundaries" occurs even beyond the boundaries of the organization.

      Managing for competitive advantage
To survive and win, you have to gain advantage over your competitors or profit. You gain competitive advantage by being better than your competitors at doing valuable things for your customer. But what does this mean, specifically? To succed, managersmust deliver performance. The fundamental success drivers of performance are innovation, quality, service,,speed, cost competitiveness, and sustainability.

     The functions of management
Management is the process of working with people and resources to accomplish organizational goals. Good managers do those things both effectively and efficiently. To be effective is to achieve organizational goals. With minimal waste of resources- that is, to make the best possible use of money ,time ,materials and people.

•       Organizing: building a dynamic organization

   Organizing is assembling and coordinating the human, financial, physical, informational , and other resources needed to achieve goal.

•        Planning: delivering strategic value

    The management function of systematically making decisions about the goals and activities that an individual, a gruop, a work unit , or the overall organization will pursue. value the monetary amount associated with how well a job, task, good , or service meets users' needs.

•      Leading: mobilizing people

     Leading is stimulating people high performers. it includes motivating and communicating with employees , individually and in groups. leading involves close day-to-day contact with people, helping to guide and inspire them toward achieving team and organization goals.

•      Controlling: learning and changing

Controlling is carry out control and improvement toward business and look for mistake.

         Management level and skills

          Top level managers
Top level managers are the senior executives of an organization and are responsible for its overall management. top level managers, often referred to as strategic managers.

-          Middle - level managers
Middle - level managers are located in the organization's hierarchy below top level management and above the front line managers. sometimes called tactical managers, they are responsible for translating the general goals and plans developed by strategic managers into more specific.

·         frontline managers
frontline managers, or operational managers, are lower-level managers who supervise the operations of the organization. these manager often have title such as supervisor or sales manager

·         Working leaders with broad responsibilities
In small firms- and in those large companies that have adapted to the times managers have strategis, tactical, and operational responsibilities. they are complete business people; they have knowledge of all business functions, are accountable for results, and focus and serving customers both inside and outside their firms

·         Be self reliant
To be self reliant means to take full responsibility for yourself, your actions, and your career. to be self reliant , find new ways to make your overall performance better.

·         Be both a specialist and a generalist                            
You should be an expert in something. this will give you specific skill that help you provide concrete,identifiable value to your firm and to customers. and over time, you should learn to be a generalist.

·         Be connected
Being connected means having many good working relationships and interpersonal contact and being a team player with strong interpersonal skills.