Managers and Leaders One day youll want to be a manager or a - PDF document

Managers and Leaders • One day you’ll want to be a manager or a director Professional Issues – What does that mean exactly? – What issues should you be sensitive to? • Depends on your seniority Managers, Groups and Organisations Breakout The Manager • Managers and Leaders • Develops plans and timetables • Organises • What would you expect of • Delegates and monitors – A manager • Exercises control, applies corrective action – A leader • Communicates • In terms of what they do and their personal • Motivates characteristics and skills? • Delivers (predictable) • Looks inwards • 15 minutes+, half on each Leader can emerge … The Leader • Perceived by group as most competent in • Establishes direction leadership functions - • Develops vision • Task-orientated: coordinating, initiating • Communicates and inspires vision contributions, evaluating, information • Energises others seeking and giving, opinion seeking and giving, motivating • Innovates • Socio-emotional: reconciling differences, • Figurehead, Spokesman arbitrating, encouraging participation, • Looks outwards increasing cohesion 1

Organisation Performance areas (Drucker) • Market standing • A company is an instrument for maximising value for the shareholders • Innovation • Productivity • Driven by markets – lack of understanding of market = no customers = no business • Physical and financial resources • Profitability • Driven by resources – lack of understanding = lack of control • Worker performance and attitudes • Manager performance and development • The more senior you become the more these will be concerns • Public responsibility Porter’s 5 forces Markets and Marketing • Marketing is not stuff through your letter- box or people cold-calling you at 6pm. New Entrants • Marketing is the business of Barriers to entry understanding the market, your place in it, Suppliers Competitors Buyers your opportunities, threats, competition and your customers • There exist many tools and models to help Substitutes understand them Examples P.E.S.T. / S.W.O.T. • Political • Strengths • New Entrant: PS2 – Xbox (internal) • Economic • Weaknesses • Substitute: Vinyl record – CD – iTunes • Social • Opportunities • Control of suppliers – Tesco (external) • Technological • Threats • Control of buyers – monopoly • Control by buyers – perfect market • Barriers to entry – Semiconductor industry 2

P.E.S.T. – car market Marketing Mix – the 4 * Ps • Political – e.g. ‘green’ initiatives, taxes • Product – Works against SUVs – Quality, features, name, packaging, services, guarantee • Economic – increasing price of oil • Price – Works against any large car – List price, discounts, credit • Social – family size, behaviour • Promotion – 1-parent families – hatchbacks? – Advertising, personal selling – Singles – cool / sporty / stylish • Place • Technological – new products – Distributors, retailers, locations, transport – Green fuels, recyclable materials Note Me • Can compete on cost o r differentiation: • Based in Edinburgh – Time/cost advantage over companies coming from England – Cost: make the same thing cheaper • Large case ‘back catalogue’ plus qualifications – Differentiation: make it different / better / here – Valuable resources, give credibility • Competitiveness based on core competencies • Barrier to new entrants – Anyone can make Coca-Cola • Have cash in hand for software etc. • Only they have the network of licensed manufacturers and – Resource distributors (and the brand name) • Barrier to new entrants – Anyone can put an aircraft in the sky • I’m well known and know the system • Only the profitable airlines can fill it every time – Core competence (networking) • Each survivor is uniquely superior to all others in • I’m used to speaking in public some way and thus occupies a niche – Core competence Breakout S.W.O.T. Horse-buggy whip manufacturer, 1910 sees You are a horse-buggy whip manufacturer horses making way for cars ca. 1910 • Strength: has supply chain to reach buggy owners / future car owners Consider the market you are in, perform a • Weakness: product is horse-dependent PEST and SWOT analysis and indicate • Threat: cars make product obsolete what market repositioning might be • Opportunity: reposition as supplier of driver advantageous accessories Actually they didn’t and went out of business 3