Group Members
[Link] Arshad
Rija Tehseen
Haroon Zafar Ch
Haseeb Iqbal
Iqra Sajid
Mastering
the
Management
System
Management?
Management Functions
UCP
Closed-loop Management system
Develop the strategy
A brief statement
why the organization exist
what it offers
If you have a body, you are an
athlete
Intentions for the future are stated
Mid to long term goals of the organization
Is not about what the company currently is
Strategy Analysis
Understanding of your markets and cost
Setting a strategy requires knowledge in
three areas:
Formulate strategy
Strategies are formulated in order
to achieve organizational goals n
objectives
Stage 2:-
Translating the Strategy
Developing Strategy Maps
• Strategy map:
Strategy map is a diagram used to document the primary
strategic goals
• We implement strategic goals through a balanced
scorecard
• BSC is a performance management tool
• Their vision was to become the leading company in
their industry
• They chose different strategic themes to achieve
their goals
Financial perspective
Customer perspective
Process perspective
Learning & growth perspective
Improve Productivity
Increasing Revenues
Increasing Revenue
on new products
Customer Perspective
Be a leader in quality
Providing valued
services
Introduce new
products
Process
Perspective
Improving the overall
business processes
Excel in technology
Identifying Opportunities
Learning & Growth Perspective
Creating a high performance culture
Continuous sharing
of knowledge
Continuous learning and
improvement
Stage 3:-
Plan Operations
Plan Operations
Targets
Initiative Portfolios
Process start with the:-
Process improvement
Preparing detailed sales plan
Resource capacity plan
Operating and capital budget
Process Improvement
Short Term Projects
On Going Process
Example:
Responsiveness
Speed
Quality
Cost
Process Improvement
Business process management (BPM)
TQM (Total quality management)
Learn Management
Six Sigma
Reengineering
Sales Plan
Identify resources required
Deconstruct overall sale target
E.g.
Tower ton Financial
$7.9 million
ERP Systems
Resource capacity plan
TDABC
TDABC model
Feed the new detailed sales plans
Dynamic operating and
capital budgets.
In the Tower ton Financial case
In a final budgeting step
STAGE
4
MONITOR AND LEARN
As companies implement their strategic
and operational plans, they need to hold
three types of meetings to monitor and
learn from their results
Operational review meetings
Strategy review meetings
Strategy testing and adapting
MANAGEMENT MEETINGS
MEETING
TYPE
STRATEGY STRATEGY
OPERATIONAL REVIEW TESTING AND
REVIEW ADAPTING
INFORMATION Dashboards for Strategy map Strategy map,
REQUIREMEN key performance and balanced balanced
TS indicators; weekly scorecard scorecard,
and monthly reports analytic studies
financials of strategy,
summaries external and
competitive
analysis
MANAGEMENT MEETINGS
MEETING
TYPE
STRATEGY STRATEGY
OPERATIONAL REVIEW TESTING AND
REVIEW ADAPTING
FREQUENCY Daily, twice Monthly Annually
weekly, weekly, (perhaps
or monthly, quarterly for fast
depending on moving
business cycle industries)
MANAGEMENT MEETINGS
MEETING
TYPE
STRATEGY STRATEGY
OPERATIONAL REVIEW TESTING AND
REVIEW ADAPTING
ATTENDEES Departmental Senior Senior
and functional management management
personnel; team, strategic team, strategic
senior theme owners, theme owners,
management for strategy functional and
financial reviews management planning
officers specialists,
business unit
head
MANAGEMENT MEETINGS
MEETING TYPE
OPERATIONAL STRATEGY STRATEGY
REVIEW REVIEW TESTING AND
ADAPTING
FOCUS Identify and solve Implement strategy Test and adapt
operational strategy based on
problems( sales causal analytics,
declines, late product-line and
deliveries, channel
equipment down- profitability,
time, supplier changing external
problems) environment,
emergent
strategies, and
new technology
development
MANAGEMENT MEETINGS
MEETING
TYPE
STRATEGY STRATEGY
OPERATIONAL REVIEW TESTING AND
REVIEW ADAPTING
GOAL Respond to short Fine-tune strategy; Incrementally
term problems and make midcourse improve or
promote adaptations transform strategy;
continuous establish strategic
improvements and operational
plans; set strategic
targets; authorized
spending for
strategic initiatives
and other major
discretionary
expenditures
