Company management PV215 - 5 2 Person (human resources bearer) Qualities (the way we are) Attitudes (what we want, what we believe in) Abilities (what we know and can do) Integra tion Synergeti zation Habilitation Motivation Orientation Definition (C) J. Plamínek (C) J. Plamínek Key roles in MbC leader manager worker Development of managerial style PV215 - 5 3 PV215 - 5 4 Performance Management Leadership strategic frame monitoring external resources external suppliers goals ways tasks evaluation internal resources internal products payments external products clients/ customers market environment global environment company border border of company influenceOrto Para Meta (C) J. Plamínek Leaders Managers Workers PV215 - 5 5 Leaders continuously receive and evaluate of information to reveal new opportunities or threats generate and formulate new ideas define strategic frame and convincing other people of its meaning PV215 - 5 6 strategic frame monitoring global environmentLeadership Manager has to continuously understand and accept the strategic frame define consequent requirements explore and develop possibilities effective communicate with monitoring system PV215 - 5 7 Management strategic frame goals ways tasks evaluation monitoringexternal suppliers internal resources PV215 - 5 8 ideas in strategic frame are they "right"? can I and want I give a feedback? no feedback yes acceptance of ideas no manage realization of ideas yes (C) J. Plamínek Decomposition of strategic goals to sub-goals objectives tasks and activities to be done within projects be done repeatedly within processes Relevant abilities, i.e. human resources analytical thinking, systems thinking, delegation, task submission, coordinate, motivate, accept feedback, argue logically, be flexible and creative, ... PV215 - 5 9 To be aware of both internal and external resources their properties and resulting potential their price To look to the future to plan structure of resources, their quality and amount PV215 - 5 10 Managementexternal suppliers internal resources To receive and evaluate information from monitoring system to be able to consider if changes in goals or ways are necessary and make consequent decisions Monitoring system has to supply relevant information on what is happening Communication has to be duplex PV215 - 5 11 Management monitoring Tasks define products define processes define resources define structures define feedbacks define feedfwdsdefine tasks and competenc ies orientate people motivate people habilitate people synergetiz e people integrate people PV215 - 5 12 (C) J. Plamínek Workers achieve goals and performs tasks directly transforms directly inputs to outputs while consuming resources material human corporate ideas ought to be bearers of special abilities needed for accomplishment of assigned tasks abilities to understand task submissions PV215 - 5 13 Leader, manager, worker are roles Roles have not be confused with persons as well as human resources PV215 - 5 14 Leadership context Performance context Management context member of the board managing director market analyst It is about synergy among leaders, managers and workers To lead well is about doing right things To manage well is about doing things in right way PV215 - 5 15 PV215 - 5 16 me (manager) people resultsprocesses team mngmnt liberal mngmnt formal mngmnt directive mngmnt company led by ideas company led by people usefulness effectiveness stability dynamics (C) J. Plamínek Synergie Activity Order Trust PV215 - 5 17 directive mngmnt open mngmnt synergistic mngmnt System is "managed by person" System is managed by processes System is managed by people System is managed by ideas criticalfactorssignificantfactors (C) J. Plamínek Key roles leader manager worker Development of managerial style there is no optimal managerial style it has to be chosen and changed to reflect the state (ideally maturity) of a company PV215 - 5 18