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Dealing with Employees/Perspective Management

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Question
Which are the aspects you will keep in mind about the perspective of management to be an effective Strategic Manager in an industry?

Answer
Strategic management for companies engaged in industrial production evaluates market characteristics for the products manufactured by the particular industry. A detailed study of external influences on the company follows. Finally, the internal characteristics of the company itself form the basis for a strategic positioning that lets the company exploit its advantages and its competitors' weaknesses. Management focuses company strengths on market sectors where they will bring the most benefits. It reduces efforts in sectors where competitors are strong or where no competitive advantage is evident.
Market Evaluation
Industrial companies exist to provide products to particular markets, generating profits. Strategic management presupposes a detailed knowledge of the market into which the company is selling. Market size, projected growth, competition and industry profitability are key factors in determining strategy. A market evaluation will also look for constraints in resource availability and any uncertainties from emerging threats. Finally, strategic planning must take into consideration effects on the market from regulators and political factors.
Company External Influences
Market characteristics are external influences for a company but result in measurable internal parameters. Market share and production costs are key factors for strategic management. The ability to influence costs by negotiating with suppliers and potential leverage with customers to influence market share and pricing affect the stability of these key factors. They describe the position of the company in the marketplace and help determine whether strategies like alliances or splitting the company are appropriate.
Internal Characteristics
Strategic management involves identifying company strengths in terms of external challenges. Such strengths may lie in the quality of management, the efficiency of production methods, the company's location, financial resources, unique product characteristics or brand recognition. Strategic management evaluates each of these characteristics in terms of the information gained from the evaluation and study of the market. A strength is not absolute but rather a characteristic for which the company is stronger than its competitors in the particular market.
Executing the Strategy
Strategic management matches activities in the market to internal company characteristics. It assigns company resources primarily to areas where the internal evaluation shows that the company is likely to succeed. If the company has strong financial resources, it may expand aggressively and gain market share by discounting. If its strength is high efficiency, it may cut prices and increase volume. If it has unique product characteristics or superior brand recognition, it may launch an advertising campaign. The key to effective strategic management is to gather the information needed to identify and exploit a company's best features.






VITAL ASPECTS WHICH to  KEEP IN MIND ABOUT THE PERSPECTIVE OF MANAGEMENT TO BE AN EFFECTIVE STRATEGIC MANAGER IN AN INDUSTRY

1 . Planning:

Managers are responsible for the efficient Use of organizational resources including People, plant , equipment and supplies .The effective use of such resources Requires managers to devisecommunicate implement and monitor Plans to achieve organizational aims and objectives.

Following should be kept in mind :

A.Developing plans

Prioritising and organizing work activities in line with organizational aims and objectives.

B.Monitoring performance

Monitoring and reviewing performance against organizational aims and objectives.

C.Focusing on results

Maintaining a focus on achieving organizational aims and objectives

D.Managing change

Planning for and implementing change to achieve organizational aims and objectives

E.Managing improvement

Taking action to improve performance by acting on the lessons from past successes and failures

2. Communication :

The principles and processes of effective communication underpin the role of the manager. Managers need to be able to communicate effectively with a range of people, including team members, colleagues, line managers, customers and suppliers. It is important that managers are able to organise, present and communicate their views, ideas and plans according to the needs of the people with whom they interact.

Following should be kept in mind :

A.Explaining clearly

Presenting ideas, plans and problems in ways that promote understanding .

B.Influencing others

Presenting views and opinions clearly and positively to others, resulting in agreement and consensus .

C.Resolving conflict

Understanding the problems and concerns of others and working towards an appropriate resolution.

D.Listening

Seeking and listening to the views and opinions of others.

3. Team-working :

Managers achieve organisational aims and objectives through the work of other people and in particular teams. Setting up and managing effective teams requires managers to inspire and motivate team members, ensuring that everyone understands what the team is trying to achieve.

Following should be kept in mind :

A.Building teams

Involving team members in planning and organising their work to meet team objectives

B.Leading teams

Providing teams with a clear understanding of their purpose and objectives

C.Encouraging team-working

Minimising conflict and problems to enable the team to perform

D.Representing teams

Presenting a positive image of the team.

4. Leadership :

Managers are leaders of people and need to inspire commitment and enthusiasm in others in order to achieve organisational aims and objectives. To be effective, managers need to build strong working relationships which means providing clear guidance and direction, acting as a role model and respecting the views and opinions of others.

Following should be kept in mind :

A. Leading by example

Acting as a role model for others

B. Providing guidance

Providing support and advice to others in order to enable the achievement of organisational aims and objectives

C. Motivating others

Enthusing, and gaining the commitment of others to decisions and plans.

D. Building trust and respect

Maintaining confidences and honouring commitments and promises made to others.

E. Leadership style

Using different leadership styles according to the needs of people and situations.

F. Communication

Ensuring people are aware of and fully understand plans and decisions .

G. Resolving conflict

Understanding the problems and concerns of others and working towards an appropriate resolution.

5.Personal effectiveness:

Personal effectiveness enables to achieve results and meeting personal and organisational objectives. Managers are literally faced with hundreds of decisions to make every day: choices about how to prioritise activities, how to allocate their time and how to communicate and present their plans and opinions to others. An important part of improving personal effectiveness is recognising and addressing personal development needs.

Following should be kept in mind :

A. Acting assertively

Presenting views and opinions clearly and taking responsibility for initiating action

B. Managing time

Maximising the use of time to achieve aims and objectives

C. Developing self

Improving personal performance and skills by recognizing weaknesses and areas for improvement

D. Decision-making

Obtaining and analysing accurate information in order to make effective decisions.

6. Managing people:

Managing and developing people is perhaps the hardest part of management. Managers must be able to agree clear, measurable objectives, manage the performance of both individuals and teams and provide regular and constructive feedback on their performance. Managers must provide timely and appropriate support for people, ensuring that they possess the right knowledge and skills to achieve their objectives.

Following should be kept in mind :

A. Setting objectives

Negotiating individual and team objectives which are challenging and achievable

B. Managing performance

Reviewing individual and team performance to ensure that objectives are achieved

C. Developing others

Helping others to improve their knowledge and skills in order to achieve their objectives

D. Providing feedback

Giving individuals and teams constructive feedback designed to improve performance.

7. Managing Change:

Managers are increasingly required to not only manage, but to initiate organisational change. Managers need to be able to gain peopleís commitment to change, plan and implement change and to monitor the impact of change in relation to the organisationís aims and objectives.

Following should be kept in mind :

A. Leading change

Identifying the need for change to achieve organizational aims and objectives

B.Planning change

Preparing plans to implement change programmes

C.Implementing change

Putting into practice a strategy and plans to achieve change

D.Monitoring change

Reviewing progress against change plans

8.Managing projects:

All managers manage projects whether they are large or small, short-term or long-term. Project management involves developing and agreeing a project plan and monitoring and controlling the implementation of and changes to the project plan to achieve the projectís Outcomes.

Following should be kept in mind :

A.Project planning

Determining the scope of the project and its outcomes and the required resources and critical time lines

B.Project implementation

Managing the resources to achieve the projectís outcomes on time and on budget

C.Managing project progress

Monitoring project progress and adjusting the project plan as required to achieve project outcomes .

D.Managing project closure

Confirming satisfactory project completion and identifying the lessons that can be learned for the future

9. Service Performance:

Managers need to deliver service levels as set out in their organisationís plans and strategy. Effective planning and performance management combined with a strategy of continuous improvement enables managers and organisations to consistently satisfy and exceed the needs of customers both external and internal.

Following should be kept in mind :

A. Developing plans

Prioritising and organising work activities in line with organisational aims and objectives

B.Monitoring performance

Monitoring and reviewing performance against organisational aims and objectives

C. Managing performance

Reviewing individual and team performance to ensure that objectives are achieved

D.Managing improvement

Taking action to improve performance by acting on the lessons from past successes

10.Developing people:

Managers deliver organisational aims and objectives through the achievements of the people they manage. To be effective, people need to have clear objectives and a sense of direction and the knowledge, skills and confidence to perform. The role of the manager in developing people is more important now than at any time in the past; managers need to be developers of people.

Following should be kept in mind :

A.Setting objectives

Negotiating individual and team objectives which are challenging and achievable

B.Managing learning

Creating a supportive learning environment where people can develop new skills and confidence

C.Performance coaching

Building confidence levels, knowledge and skills through one-to-one coaching

D.Providing feedback

Giving individuals and teams constructive feedback designed to improve performance

11.Customer Focus:

Managers need to be customer focused in order to deliver the level of service and performance that is required of their organisation and team. Customer service requires an understanding of the needs of both internal and external customers, taking action to meet customer needs and implementing strategies to improve customer service levels.

Following should be kept in mind :

A. Understanding customer needs

Identifying the needs of both internal and external customers .


B.Meeting customer needs

Addressing customers needs by taking action.

C. Resolving customer issues

Taking responsibility for investigating and resolving customer issues

D. Improving customer service

Identifying and implementing strategies to improve customer service




Strategy Roles within Industry
 
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There are many different types of strategy roles within industry.  Here is a list of the most common roles:
Role   Description of Role
Strategic Planning Associate      Strategic manager directs assignments
   Converses with organisation leaders to diagnose and understand problems
   Responsible for collection of data and conducting analyses
   Creates presentations and reports
Strategic Planner      Data collection
   Responsible for data analysis
   Organises data
   Pays attention to and track trends of competitors
   Develops forecasts
   Finds opportunities in emerging markets
   Identifies potential risks and threats to a business
   Finds solutions to organisational problems
   Develops action plans for workstreams
   Examines and monitors business unit performances
   May be responsible for collaboration on product development
   May interact with companies as a product manager
   May draw on various disciplines including communications, marketing, and finance
   May often work as consultants within a business (as opposed to working outside of a business)
   May play a key role in business development
Strategic Manager      Leads strategic planning and strategy implementation
   Strategic decision-making authority
   Responsible for units or divisions of a company
   Directly oversees various parts of the business
Management Consultant      Responsible for solving company problems
   May assist clients in identifying new business opportunities
   Conducts market research and performs data analysis
   Develops presentation and reports
   Assists with some project management activities
   Discovers and obtains data and information
   Able to provide cost modeling
   Interprets gathered information in order to help clients achieve desired results
   Assesses the competition
Strategic Cost Analyst      Determines various business activity costs
   Runs Activity-Based Costing
   Runs Break-Even Analysis
   Determines whether or not to grow business divisions using fact-based methodologies
   Involved in a company's budgeting
   Compares a company's position relative to competitors
   Assesses cost disparities
   Develops strategies to lower costs
   Tests cost reduction strategies to ensure effectiveness
Competitive Intelligence Analyst      Collects information about global competitors
   Identifies and searches valuable information sources
   Delivers material without bias to a company's senior leaders
   Assesses the accuracy and validity of collected information
   Conducts research in an ethical manner
   Possesses strong people skills
   Possesses knowledge of key budget areas
Transformation Agent      Works closely with change management teams
   Creates incentives for change
   Helps team members understand the need for the change being undertaken
   Facilitates change within a corporation
   Designs solutions for learning
   Develops communication plans
   Advises senior management on steps to take in implementing change  

Dealing with Employees

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Leo Lingham

Expertise

Questions include managing work situation, managing work relations, managing your boss, personal problems, career planning, career development, training, coaching, counseling etc

Experience

18 years working managerial experience covering business planning,
strategic planning, management services, personnel administration etc

plus

24 years of management consulting in business planning, strategic planning, human resources development, training, business coaching,
etc

Organizations
BESTBUSICON Pty Ltd -- PRINICPAL

Education/Credentials
MASTERS IN SCIENCE

MASTERS IN BUSINESS ADMINISTRATION

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