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    Nature of Management

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    Jonas Valerio
    Blaine Halvorson is the Chief Creative Officer of Junk Food Clothing Company, which he co-founded in 1998. After earning a BA in graphic design, he worked for apparel companies and designed clothes for bands. Junk Food holds licensing rights for pop culture brands. In 2005, Halvorson and his partner sold Junk Food to Delta Apparel for $20 million. The document discusses the nature of management and key managerial challenges such as managing change, resources, strategy, and an entrepreneurial mindset. It also reviews historical approaches like those of Chinese leaders, Egyptian pyramids, the Roman Empire, and the Catholic Church. Finally, it outlines the four principal managerial functions: planning,

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    Nature of Management

    Uploaded by

    Jonas Valerio
    15 views31 pages
    Blaine Halvorson is the Chief Creative Officer of Junk Food Clothing Company, which he co-founded in 1998. After earning a BA in graphic design, he worked for apparel companies and designed clothes for bands. Junk Food holds licensing rights for pop culture brands. In 2005, Halvorson and his partner sold Junk Food to Delta Apparel for $20 million. The document discusses the nature of management and key managerial challenges such as managing change, resources, strategy, and an entrepreneurial mindset. It also reviews historical approaches like those of Chinese leaders, Egyptian pyramids, the Roman Empire, and the Catholic Church. Finally, it outlines the four principal managerial functions: planning,

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    Blaine Halvorson is the Chief Creative Officer of Junk Food Clothing Company, which he co-founded in 1998. After earning a BA in graphic design, he worked for apparel companies and designed clothes for bands. Junk Food holds licensing rights for pop culture brands. In 2005, Halvorson and his partner sold Junk Food to Delta Apparel for $20 million. The document discusses the nature of management and key managerial challenges such as managing change, resources, strategy, and an entrepreneurial mindset. It also reviews historical approaches like those of Chinese leaders, Egyptian pyramids, the Roman Empire, and the Catholic Church. Finally, it outlines the four principal managerial functions: planning,

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    15 views31 pages

    Nature of Management

    Uploaded by

    Jonas Valerio
    Blaine Halvorson is the Chief Creative Officer of Junk Food Clothing Company, which he co-founded in 1998. After earning a BA in graphic design, he worked for apparel companies and designed clothes for bands. Junk Food holds licensing rights for pop culture brands. In 2005, Halvorson and his partner sold Junk Food to Delta Apparel for $20 million. The document discusses the nature of management and key managerial challenges such as managing change, resources, strategy, and an entrepreneurial mindset. It also reviews historical approaches like those of Chinese leaders, Egyptian pyramids, the Roman Empire, and the Catholic Church. Finally, it outlines the four principal managerial functions: planning,

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    Chapter I

    NATURE OF MANAGEMENT
    MANAGERIAL CHALLENGES FROM THE
    FRONT LINE

    2
    ✣ Name: Blaine Halvorson
    ✣ Position: Chief Creative Officer (CCO), Junk Food
    Clothing Company
    ✣ Education: BA in Fine Arts/Graphic Design)
    ✣ Designed clothes for rock bands and MTV while in
    college; post-college, worked for a short time at LA
    Apparel Company and Planet Golf
    Junk Food Clothing Company
    was launched in 1998 by
    designers Natalie Grof and
    Blaine Halvorson, it holds
    distribution rights to pop culture
    brands across multiple
    categories, including music,
    movies, sports and foods
    including Disney, My little
    Pony, DC Comics, Star Wars
    and WWE.

    4
    Blaine Halvorson has made
    millions in softwear. Unlike
    many other young California
    entrepreneurs. He has made his
    money in the clothing Industry.

    In 2005, Halvorson and Grof,


    sold their Junkfood Clothing
    Company to Delta Apparel Inc
    for 20 Million Dollars

    5
    6
    What can we learn from blaine halvorson’s
    PROFILE?
     HIS willingness to take risks and HIS desire to create
    something new

     His sacrifice and investment of substantial amount of


    time and effort to make the business work.

     He took significant management skills

     HIS perseverance in knowing the market


     HE showED that management is a challenging and
    necessary part of a successful business

    7
    SCOPE OF PRESENTATION
    I. WHAT IS MANAGEMENT

    II. MANAGERIAL CHALLENGES

    III. HISTORICAL APPROACHES TO MANAGEMENT

    IV. WHAT DO MANAGERS DO?

    8
    I.
    WHAT IS MANAGEMENT?
    MANAGEMENT
    ✣ IS THE PROCESS OF ASSEMBLING AND USING SETS
    OF RESOURCES IN A GOAL DIRECTED MANNER TO
    ACCOMPLISH TASKS IN AN ORGANIZATION.

    ASSEMBLING
    PROCESS GOAL DIRECTION
    RESOURCES

    ACCOMPLISHMENT
    OF TASKS

    10
    Ii.
    MANAGERIAL CHALLENGES
    MANAGERIAL CHALLENGES

    A. MANAGING CHANGE

    B. MANAGING RESOURCES

    C. MANAGING STRATEGICALLY

    D. MANAGING ENTREPRENEURIALLY

    12
    MANAGERIAL CHALLENGES
    a. MANAGING CHANGE
    is the most persistent, inescapable, and powerful challenge
    with which all managers have to deal, regardless of the nature of their
    organization or its location

    13
    MANAGERIAL CHALLENGES
    a. MANAGING CHANGE

     technology  globalization

    14
    MANAGERIAL CHALLENGES
    B. MANAGING resources

    ✣ major part of a manager’s job is managing the organization’s resources. He


    must ensure the efficient use of resources in achieving the organization’s
    goals.

    PHYSICAL
    FINANCIAL RESOURCES
    CAPITAL

    HUMAN TECHNOLOGY
    CAPITAL
    15
    MANAGERIAL CHALLENGES
    c. MANAGING STRATEGICALLY

    ✣ establishment of goals and formulation of strategy in order


    to achieve those goals.
    MANAGERIAL CHALLENGES
    d. MANAGING entreprenurially
    ✣ Managers should regularly search for new opportunities in the
    current marketplace or identify ideas that could create new markets.
    IIi.
    HISTORICAL APPROACHES TO
    MANAGEMENT
    HISTORICAL APPROACHES TO MANAGEMENT
    A. CHINESE LEADERS

    B. EGYPTIAN PYRAMIDS

    C. ROMAN EMPIRE

    D. CATHOLIC CHURCH

    E. INDUSTRIAL REVOLUTION
    HISTORICAL APPROACHES TO MANAGEMENT
    A. CHINESE LEADERS
    HISTORICAL APPROACHES TO MANAGEMENT
    A. CHINESE LEADERS

    STRATEGIC PRINCIPLES OF SUN TZU

    Win all Without Fighting

    Avoid Strength, Attack Weakness

    Deception and foreknowledge

    Speed and Preparation

    Shape your Opponent

    SUN TZU Character based leadership


    HISTORICAL APPROACHES TO MANAGEMENT
    b. EGYPTIAN PYRAMIDS
    HISTORICAL APPROACHES TO MANAGEMENT
    C. ROMAN EMPIRE
    HISTORICAL APPROACHES TO MANAGEMENT
    D. CATHOLIC CHURCH
    HISTORICAL APPROACHES TO MANAGEMENT
    E. INDUSTRIAL REVOLUTION
    IV.
    WHAT DO MANAGERS DO?
    FOUR PRINCIPAL MANAGERIAL FUNCTIONS
    1. PLANNING
    - estimating future conditions and circumstances

    TYPES:

    STRATEGIC PLANNING

    TACTICAL PLANNING

    OPERATIONAL PLANNING
    FOUR PRINCIPAL MANAGERIAL FUNCTIONS
    2. ORGANIZING

    - SYSTEMATIZED INTEGRATION OF RESOURCES

    • identifIES the appropriate structure of


    relationships among
    positions

    • bringS order NOT CHAOS

    28
    FOUR PRINCIPAL MANAGERIAL FUNCTIONS
    3. DIRECTING/LEADING

    - process of attempting to influence other people to attain the organization’s


    objectives
    DIMENSIONS:

    Leadership

    motivation

    communication

    managing groups
    29 or teams
    FOUR PRINCIPAL MANAGERIAL FUNCTIONS
    4. CONTROLLING

    - regulate the work of those for whom a manager is responsible

    WAYS TO ACCOMPLISH CONTROL:

    SETTING standards of performance for employees


    IN ADVANCE

    MONITORING ON-GOING PERFORMANCE

    ASSESSING PERFORMANCE ON COMPLETED


    TASKS
    30

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