curs 1 management si marketing 3pi

8/8/2019 Curs 1 Management Si Marketing 3PI

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UNIVERSITATEA ,,POLITEHNICA" DIN TIMIOARAFACULTATEA DE MANAGEMENT N PRODUCIE I TRANSPORTURI

Management & Marketing

COURSE 1

Introduction in management

.l.dr.ing. Ilie TUCEAN

Management DepartmentS.P.M. [email protected]


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Theory Z was presented by William Ouchi, in his 1981 book 'Theory Z: How Americanmanagement can Meet the Japanese Challenge'.

He proposed a model that combined the best of American and Japanese practices --

providing lifetime employment and holistic care for employee and family, but withindividual responsibilities and a mixture of explicit and implicit control mechanisms.The result, according to Dr Ouchi, should be stable employment, high productivity andhigh morale.


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1.2. colile de management i teorii manageriale

Teoria Z

Angajaii Siemensau locurile de munc asigurate pe toat durata vieii(24.09.2010)

Angajaii de la Siemens au semnat un acord cu conducerea companiei, prin careau asigurate locurile de munc pe termen nelimitat, fapt ce arat suflul noupe care criza economic l-a adus n relaia angajatorilor cu subordonaii.

Aceast msur este neobinuit chiar i n Germania, cunoscut pentru relaiileamiabile dintre management i baz. La fel ca ali juctori din industria

german, Siemens a insistat s-i pstreze fora de munc domestic i aadoptat msuri flexibile n ciuda recesiunii, astfel c "relaia angajator-angajat a supravieuit testului de foc al crizei economice", spune DieterScheitor, reprezentant al uniunii sindicale IG Metall. Compania s-a angajatastfel s nu fac disponibilizri n rndul celor 128.000 de angajai germani.


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Cinci tipare de management romnesc

1. Managementul tradiional - manageri care se comport i acioneaz potrivitunor reguli administrative care se bazeaz pe ierarhie, proceduri i birocraie.

Nu exist disponibilitate la schimbrile pe care le impun noile condiii demediu. ntlnit, n general, n cadrul firmelor de stat.

2. Managementul antreprenorial - manageri care au pus bazele unor afaceri de lazero. Atitudine flexibil.3. Managementul paternalist - manageri care ncearc s schimbe lucrurile, cu

scopul de a crete eficiena companiilor, dar care sunt n continuare ataaiobligaiilor sociale i evit situaii cum ar fi concedierile, chiar dac numrulmare de angajai mpiedic dezvoltarea organizaiei.

4. Managementul misionar - manageri expai venii n Romnia ca efect al

extinderii operaiunilor multinaionalelor. Acioneaz ca ageni de transfer deknow-how i pot fi exemple pentru celelalte categorii de conducere. Oproblem poate fi situaia n care managerii expai se ateapt ca tehnicile debusiness care se aplic n Occident s fie aplicabile i n Romnia.

5. Managementul individualist - manageri care recunosc oportunitile ntr-oeconomie cu evolutie lipsit de constan i le exploateaz n interes propriu,

pentru a realiza ctiguri pe termen scurt.

Studiu de caz


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Previziune

Organizare

Control

Coordonare

Decizie

Cercetare -Dezvoltare

Producie

Financiar -Contabil

Comercial

Personal

Funcii managerialeFuncii ale firmei

Analiz

Sistemele de management

Funciile ntreprinderii, funciile managementului i sistemele de management


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Mintzberg separated managerial roles into three subcategories: interpersonalcontact(1, 2, 3), information processing (4, 5, 6) and decision making (7-10).

FIGUREHEAD: the manager performs ceremonial and symbolic duties as head ofthe organisation;

LEADER: fosters a proper work atmosphere and motivates and developssubordinates;

LIASION: develops and maintains a network of external contacts to gatherinformation;

MONITOR: gathers internal and external information relevant to the organisation;DISSEMINATOR: transmits factual and value based information to subordinates;SPOKESPERSON: communicates to the outside world on performance and policies.ENTREPRENEUR: designs and initiates change in the organisation;

DISTURBANCE HANDLER: deals with unexpected events and operationalbreakdowns;

RESOURCE ALLOCATOR: controls and authorises the use of organisationalresources;

NEGOTIATOR: participates in negotiation activities with other organisations andindividuals.


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Recomandri: Reviste, Ziare


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Ranking Name

1 CK PRAHALAD (3)

2 Bill GATES (2)

3 Alan GREENSPAN (35)

4 Michael PORTER (1)

5 Gary HAMEL (14)

6 Chan KIM & Rene MAUBORGNE (15)

7 Tom PETERS (4)

8 Jack WELCH (5)

9 Richard BRANSON (11)

10 Jim COLLINS (6)

11 Philip KOTLER (7)

12 Robert KAPLAN & David NORTON (22)

13 Kjell NORDSTRM & Jonas RIDDERSTRLE (9)

14 Charles HANDY (10)

15 Stephen COVEY (18)

16 Henry MINTZBERG (8)

17 Thomas A. STEWART (13)18 Malcolm GLADWELL (31)

19 Lynda GRATTON (34)

20 Donald Trump (0)

21 Scott ADAMS (12)

22 Ram CHARAN (24)

23 Vijay GOVINDARAJAN (30)24 Warren BENNIS (27)

25 Clayton CHRISTENSEN (21)

26 Thomas FRIEDMAN (0)

27 Kenichi OHMAE (16)

28 Rosabeth MOSS KANTER (19)

29 Steve JOBS (0)

30 John KOTTER (0)

31 Jeff IMMELT (0)

32 Rob GOFFEE & Gareth JONES (45)

33 Adrian SLYWOTSKY (0)

34 Marshall GOLDSMITH (0)

35 Bill GEORGE ()

36 Larry BOSSIDY ()

37 Daniel GOLEMAN ()

38 Marcus BUCKINGHAM ()

39 Howard GARDNER ()

40 Edward DE BONO ()

41 Al GORE ()

42 David ULRICH ()43 Seth GODIN ()

44 Costas MARKIDES (49)

45 Rakesh KHURANA (33)

46 Richard D'AVENI ()

47 Peter SENGE (23)

48 Chris ARGYRIS (28)49 Jeffrey PFEFFER ()


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Over the last two years, visitors to the Thinkers 50 website (www.thinkers50.com) havebeen providing their answers. The Thinkers 50 team also emailed hundreds of businesspeople, consultants, academics and MBA students throughout the world. After siftingthrough more than 1,200 votes a list of contenders was compiled.

The result was a short-list of 80 names. A Google search was then undertaken to establishthe number of references for each of those on the list, and factored into the ranking. Finally,they were assessed against 10 criteria.

Each guru was marked against the following criteria on a scale of 1 (low) to 10 (high).

1. Originality of Ideas

Are the ideas and examples used by the thinker original?2. Practicality of IdeasHave the ideas promoted by the thinker been implemented in organizations? And, has theimplementation been successful?

3. Presentation Style

How proficient is the thinker at presenting his/her ideas orally?


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Forbes 2010

curs 1 management si marketing 3pi

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