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THE MANAGERS
Chapter 1 – Managers & managing
Chapter 2 – The evolution of management thought
BACKGROUND
2017 – now John L. Flannery
2001 – 2017 Jeffrey Immelt
What Managers do? 1981 – 2001 Jack Welch
“Jack Welch, the
Transformers & Jeffrey
Immelts”
Light, energy,
transportation,
aviation, healthcare,
capital, appliances,
broadcast
ACHIEVING HIGH PERFORMANCE (1)
Conceptual skills
General ability to analyze and diagnose a
situation and to distinguish between cause
and effect
Human skills
General ability to understand, alter, lead,
and control the behavior of other individuals
and groups. The ability to communicate, to
coordinate, and to motivate people, and to
mold individuals into a cohesive team
distinguishes effective from ineffective
managers.
Technical skills
The job-specific skills required to perform a
particular type of work or occupation at a
high level
ACHIEVING HIGH PERFORMANCE (2)
1.Restructuring
&
Outsourcing
2.Empowerment
7. Practicing & Self
Global Crisis
Management Managed
Team
Recent
Changes in
Management
6. IT & Practices 3. Building
Competitive
E-commerce Advantage
Taylor & The Gilbreths, The Right Man in The Right Place
PROBLEM ANALYSIS
350
business
lines
1979
KNOWS CUSTOMER
PRODUCT
TERIMA KASIH