Introduction

poznámky k úvodu:
komentáře k angličtině
predstavit se

}Course Introduction
◦origin
◦motivation and goals
◦resources
}Management basic
Lecture Introduction
2

}Ing. Leonard Walletzký, Ph.D.
◦Lessons
}Mgr. Zuzana Schwarzová
◦Seminars - starting from 27.2.
3

}Originally being developed for the Service Science, Management and Engineering (SSME) study
program
}Based on
◦existing Management by Competences theory and methodology by Jiří Plamínek
◦3 years experience of using Management by Competencies in practice
}IT people need a „special approach“
evolution.jpeg
Course Introduction
4

motivation-tips.jpg
Course Introduction
5

You know, IT is quite complex discipline. It comprises a lot of subdisciplines such as natural
language processing, computer graphics, software engineering, user experience design, computer
networks. To create something useful and beneficial in real world you need to govern a lot of these
IT disciplines plus you have to have skills in non-IT fields such as economics, law, negotiation
and so on. Simply put, you need a team of people, of specialists which form skill portfolio
demanded by your business. And then you need to organize these people to achieve your goals and
objectives. And this is exactly what the management is about. And why it is important. Without
people being managed, chaos will reign the state of affairs and goals remain untapped.
And also Management is the constitutional part of the SSME study program, so therefore it is
relevant here at the Faculty of Informatics to teach the MbC.

Target:
Enterprise organization
student-teacher
Client:
you
Provider:
me
Course Introduction
lectures/seminars
6
partners

motivation-run.jpg
Course Introduction
7

to encourage you to run new business

2 hours per two weeks
Two alternating groups
2 hours per 1 week
All together
“Home” works in teams
Course Introduction
8

we have 3 hours a week all together

organization.gif
}Lectures: Two-hour lectures are held each week, focusing on theoretical concepts supplemented with
examples.
}Seminars: two hours every 14 days (equivalent to one hour per week ), concentrate on practical
issues and training. These sessions involve working on practical examples from real company
Course Introduction
9

differences from last run:
  * the last run was first run
  * it was just one hour lecture and one hour seminar

Course Introduction
10


Course Introduction
11


12



}30% - seminar work
}60% - test at the end of the semester
◦50% open questions
◦50% optional questions
}Management by competencies (the basic) is the part of the state exam
13

}is to form the production process
}and increasing of the output
}to fulfill the company goals
}in the highest level possible

15



Leadership



}Guiding and influencing individuals or a group towards a common goal.
}Setting a clear vision and communicating it effectively.
}Providing the necessary information and methods to realize the vision.
}Balancing the conflicting interests of all members or stakeholders.
}Demonstrating creativity in difficult situations.
}Not just about authority, but about qualities, actions, and impact.
17

18



}Main idea: the maximization of the profit
◦Main goal – our version of maximization of the profit
}The question – what profit?
◦Short term – in one fiscal period (year or shorter)
◦Long term – in more than three years or more
}Analyze the possibilities – the ways how to reach the main goal
}Choosing the best option




}Need to control realization process
◦In the basic, it is the comparison between the plan and reality
◦Must contain also the adaptation part (when you need to change the plan)
}The part of the realization
◦Does the realization go in the right way?
◦Monitoring must be an everyday task!
◦Response to mistakes or deviations
}Control after realization only is not effective
◦Then we can only analyze the reasons of failure
◦After realization we should evaluate the whole process and suggest the improvements

}Organizing and synchronizing activities of individuals and departments.
◦Relationships and synergy among teams and departments
}Aligning efforts towards common goals.
◦Order of the tasks and goals, their structure
}Ensuring effective and harmonious teamwork.
◦Collaboration within the team
}Facilitating clear communication and conflict resolution.
◦Conflicts are normal
◦The role of the manager is to achieve a solution that is acceptable for everyone but best for the
company
}Enhancing efficiency and achieving organisational objectives.
◦The goal is not that everyone is happy, but everyone is working for the company
◦
}
}

◦Processed data used in decision-making.
–The question of data quality
◦Basis for planning, controlling, organising, and directing.
}




}Main goals of the management
}Why do companies need management?
}What are the sources for decisions?
}Specific role of information and IT
25
Acknowledgement:
This presentation was improved by using Microsoft Copilot.