Company management



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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

}Structure of PyC
}Key roles in Enterprise
}Development of managerial style
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Lecture Introduction

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}The basement of the pyramid
}Company perspective:
◦Definition of the main ideas and goals
}Eployer´s perspective
◦Understanding what company wants from me
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}Descrtiprion of ideas
}Company perspective:
◦Describing of the meaning of ideas and goals
}Eployer´s perspective
◦I understand what company wants from me
◦I know what does it mean
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}Getting the desire to cooperate
}Company perspective:
◦What we are offering to the cooperation
}Employer's perspective
◦I understand what company wants from me
◦I know what does it mean
◦I am curious about cooperation and knowing more
◦I want to stay (loyalty)
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}Skills improvement
}Company perspective:
◦Sharing know how, giving more knowledge
}Employer's perspective
◦I understand what company wants from me
◦I know what does it mean
◦I am curious about cooperation and knowing more
◦I know more now
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}Synchronizing with the team
}Company perspective:
◦Organize work in synergy brings positives
}Employer's perspective
◦I understand what company wants from me
◦I know what does it mean
◦I am curious about cooperation and knowing more
◦I know more now
◦I know how I can contribute to my team
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}Unification of ideas
}Company perspective:
◦We focus to work, not to the conflicts
}Employer's perspective
◦I understand what company wants from me
◦I know what does it mean
◦I am curious about cooperation and knowing more
◦I know more now
◦I know how I can contribute to my team
◦I know how I can develop my potential in the company
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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

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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

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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
◦
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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
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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.

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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
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Management
monitoring
Key Roles in Enterprise

req_pos_yy.png
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(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
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Key Roles in Enterprise

}Leader, manager, worker are roles
}Roles have not be confused with persons
◦as well as human resources
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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
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Key Roles in Enterprise

str 55 a dal

Development of man. style
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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?

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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
}
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Lecture summary