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Management

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Ludmilla G-Gonzalez

on 13 April 2015

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Transcript of Management

Management & international management
plan
I. Theory of Management



Three study
cases

MANAGEMENT IN BRASIL
III. General Conclusion
I. Theory of Management
How Does Leadership Vary Across the Globe
II. Management and Human Resources
Different way of managing a team
Lorena Higuera
Alexandra Jardin
Ludmilla Giry-Gonzalez
Management Theory

The notion of leadership

Different visions / countries
*
*
*
II. Management and Human Resources:
What are human resources?

Different ways of managing a team
> communication organization
> conflicts resolution
III. Three cases:
England: Innocent

Brasil: Lorena

Japan: Canon
*
*
*
*
*
IV. General conclusion:
Importance of International Management

Personal experiences

Pros and Cons
*
*
*
*
Concept of Management
I. Theory of Management
*
The notion
of leadership


-
"Management is viewed as a process of continuing activities"

- "Management concentrates on achieving specific organizational goals by employing human and financial resources"
* The key Management functions are :
Planning

Organizing

Staffing

Leading

Controlling
* Management Role
* Evolution of management

AUSTRALIA
usa & U.K
& China
india
& Nordic countries
benelux
Very strong focus and skillset on operational execution
Focus heavily on hands-on management / operational process
Focus on managing individual performance
Less interested in long-term vision or sustainability initiatives
> EMERGING MARKETS
Focus much more heavily on planning, strategy, communication
LEADER > “change ambassador”
Common vision, values, and long term thinking
Focus on the “collective good
Hybrid leadership models
Leaders = Hard drivers
“ Push-oriented” approach
to change management
Focused heavily on execution
Weight of accountability focused on the individual
?
*
Managing human resources is one of the key elements in the co-ordination and management of any organization.

An organization workforce represents one of its most important resources.

*
COMMUNICATION ORGANIZATION
Harold Levitt
Model A
Model B
Model C
Model D
The circle
The chain
The "Y"
The wheel
Marvin Shaw
"all channel" pattern
*
Best solution to complex problems
Fairly high group member satisfaction
*
X
Under pressure: tends to desintegrate
>
>
Internal Communication tools
*
Employee publications
Employee intranet
e-mail
Cloud and on-line tools
Meetings
Leadership is that part of the management concerned with
Social Media
Getting results
through
people
Videos
The organization
of the staff into
productive teams
Webinars
Displays / Exhibits
Motivation
and
direction
Resolution
of
conflicts
* DIFFERENCES BETWEEN A MANAGER AND A LEADER *
JAPANESE MANAGEMENT
Global network:
more than 200 companies
Employees:
more than 160,000 people worldwide
* CHARACTERISTICS OF A LEADER
*
*
Importance of International Management
*
Keep people
motivated
Keep your
leadership
Excellent communication skills
Avoid cultural
discomprehension
/ Conflicts
*
Personal experiences
* HUMAN RESOURCES
FUNCTIONS
* Objective of
Human Resources
Turnover :
more than 100 millions
Employees :
250 in Europe


* Different way of managing a team
CONFLICT in ORGANIZATION
Constructive effects
Destructive effects
Distract Attention

Dislocate the group

Encourage "spoiling" behaviour

Subvert objectives
Introduce solutions

Define power relationship

Encourage creativity

Focus attention on ind
contributions

Bring emotion out into
the open
* Symptoms of conflict
Poor Communication

Interpersonal friction

Inter-group rivalry and jealousy

Low morale and frustration

Appeals to higher authority

Management response
to the handling of conflict
OCHA-KUMI !
> Fujio Mitarai <
Suppression
Compromise
Denial
Withdrawal
Integration // Collaboration
CONCLUSION
The objective of any human resource
department is to make sure the company has and retains people with the skills necessary to accomplish company’s goals.
Etymology
:
"maneggiare"
= to handle
"manus"
= hand
Definition :
••-
••-
••-
••-
••-
The respect, which is afforded the manager by subordinates, is directly proportionate to the personality of the boss.

The boss is expected to give direct instructions and it is expected that these instructions will be carried out without too much discussion or debate.
HUMAN ORIENTED MANAGEMENT
Full transcript