Company management PV215 - 7 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) (C) J. Plamínek (C) J. Plamínek Lecture Introduction }Key roles in Enterprise }Development of managerial style PV215 - 7 3 Lecture Introduction PV215 - 7 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 influence (C) J. Plamínek Lecture Introduction ToV is a strategy – what ought to be built ToC is a tactics – what to do first and what do after FCS is a localization map – where to do changes PV215 - 7 5 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 influence (C) J. Plamínek ToV is a strategy – what ought to be built ToC is a tactics – what to do first and what do after FCS is a localization map – where to do changes PV215 - 7 6 Key Roles in Enterprise }Leaders continuously ◦receive and evaluate of information to reveal new opportunities or threats ◦generate and formulate new ideas ◦define strategic frame and convince other people of its meaning ◦ PV215 - 7 7 strategic frame monitoring global environment Leadership Key Roles in Enterprise Ideas contained in strategic frame should be attractive for people and define a direction for company leadership and management. Therefore this role demands competencies of a special kind. }Manager has to continuously ◦understand and accept the strategic frame ◦define consequent requirements ◦explore and develop possibilities ◦effectively communicate with monitoring system PV215 - 7 8 Management strategic frame goals ways tasks evaluation monitoring external suppliers internal resources Key Roles in Enterprise Leader defines strategic goals, principles and rules to be obeyed. Manager has to achieve these goals by satisfaction of all rules and principles. The role of manager is the most sophisticated and complex role in any company. PV215 - 7 9 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 Key Roles in Enterprise }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 - 7 10 Management monitoring Key Roles in Enterprise req_pos_yy.png PV215 - 7 11 (C) J. Plamínek Key Roles in Enterprise }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 knowledge and skills (abilities) needed for accomplishment of assigned tasks –abilities to understand task submissions PV215 - 7 12 Key Roles in Enterprise }Leader, manager, worker are roles }Roles have not be confused with persons ◦as well as human resources PV215 - 7 13 telefonista_black.png Leadership context Performance context Management context member of the board managing director market analyst Key Roles in Enterprise }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 - 7 14 Key Roles in Enterprise str 55 a dal Development of man. style PV215 - 7 15 me (manager) people results processes team mngmnt liberal mngmnt formal mngmnt directive mngmnt company led by ideas company led by people usefulness effectiveness stability dynamics (C) J. Plamínek Good leadership of people and their resource management is on the borders of science, craft, and art. There is a plenty of factors affecting the right choice of managerial style. These factors may involve resources of led people, character of tasks to be done, qualities of managers,... The intuition and nature is usually the most effective tool. There is no optimal or universal managerial style. However, experience shows us that successful managers can be found on the right of this matrix. Why? PV215 - 7 16 System is “managed by person” System is managed by processes System is managed by people System is managed by ideas (C) J. Plamínek Development of man. style 1.nastaveni stabilniho vztahu mezi manazerem a skupinu, u systemu, ktery neni v rovnovaze vyzaduje direktivni rizeni zalozene na oboustranne duvere ve schopnosti. 2.nasteveni stabilnich podminek prostredi 3.open decision making to people, focus transfers from processes to people 4.to achieve harmony between goals and coprorate ideas and diversity of roles and human qualities. facilitiation Synergistic management is not always about team management, it is about management adapted to the current situation in to extent that does not diminish achieving success. }Key roles ◦leader, manager, worker ◦do not confuse roles with persons ◦company management is about achieving synergy among players of aforementioned roles }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 - 7 17 Lecture summary