Thursday, March 5, 2009

Does your GM or Senior Managers Ineffective or Inefficient?Understand the Important ROLES AND RESPONSIBILITIES OF GENERAL MANAGERS AND SENIOR MANAGERS

General managers and senior managers are the next level in the management hierarchy below that of the C-level executives where the former reports to one of the C-level executives. These managers implement the mission, vision, goals, and objectives of the organization established and approved by the C-level executives of the organization. These general managers and senior managers implement the goals and objectives through the efforts of the line managers, middle-level managers, staff managers, and lower-level managers. If the management style of the general managers and senior managers is ineffective and inefficient, it will result in poor implementation efforts and unsuccessful day-to-day operations. Corporate goal congruence is really effected through the detailed plans, budgets, and actions of the line managers, middle-level managers, staff managers, and lower-level managers. In a way, general managers and senior managers are the change agents in the organization, requiring effective managing skills such as planning, organizing, directing, controlling, communication, and motivation skills. They develop business plans for business units, divisions, or groups of businesses, and report their progress to C-level executives.

General managers and senior managers must ensure that all employees focus on the right things at all times to achieve improved performance results and increased productivity levels.

As part of their roles and responsibilities, general managers and senior managers may:
 Integrate production, inventory, logistics, and transportation activities for maximum efficiency and effectiveness.
 Lower total manufacturing and service costs in order to lower selling prices, increase sales volume, and increase profits.
 Link production and service costs to cash flows and gross profits, operating profits, or net profits.
 Increase faster product and service deliveries to customers to achieve their total satisfaction (i.e., a shorter order-to-delivery cycle and faster time to market for new products and services).
 Introduce new production and service techniques and processes by leveraging technology to improve quality and to reduce costs.
 Eliminate non-value-added activities in production and service to trim waste and to lower costs.
 Focus more on value-added activities in production and services to provide a solid value to the customers and to the organization.
Identify key drivers of cost, quality, risks, expenses, revenues, profits, business growth, competition, and performance. Focus on the root causes of these drivers and understand why these drivers go up and down.
 Seamlessly integrate the back-end systems with the front-end systems for (1) maximum data consistency, completeness, and accuracy, (2) better customer service and satisfaction, and (3) stronger connection of disparate and disconnected business processes.
 Build standardized, transparent, and repeatable production and service processes to provide the stable, consistent, and quality products and services that customers expect. First, streamline both upstream and downstream business processes involved in international licensing and franchising arrangements, and other operations; second, simplify; third, standardize; and then institutionalize.
 Understand that increases in sales velocity increase inventory velocity, which, in turn, increases production or service velocity, finance velocity, human capital velocity, and systems velocity. The goal is to synchronize these velocities in a cohesive manner.
 Implement the goal congruence concept by linking individual employee goals with those of the department/division and the organization, Remove or reduce the competing or conflicting goals.
 Implement crosscutting best practices across business units, divisions, departments, and functions through busting silos and building bridges.
 Link employee rewards, bonuses, and promotions to employees’ true performance and tangible results, and empower employees.
 Build solid working relationships with C-level executives in manufacturing, marketing, finance, human resources, IT and other functions through formal and informal approaches at the workplace.
 Foster ethical values and cultural sensitivity in light of workforce diversity.
 Encourage employees to continuously acquire and improve their knowledge, skills, and abilities (KSAs) through targeted training courses, management development programs, and professional certifications.
 Establish a solid and sustainable chain of knowledge linked through the entire management hierarchy to ensure core knowledge competencies for all levels of employees in the organization.
 Invite production and service audits, management reviews, and self-assessments periodically and proactively to ensure continuous improvement in quality, cost, and delivery.
 Encourage employees at all levels of the organization to think differently and radically (i.e., out-of-the-box thinking) at all times, which can lead to new perspectives providing best-of-breed solutions.
 Participate in the succession-planning process for key positions.
 Analyze outside-in views (i.e., views of stakeholders about company management) and inside-out views (i.e., views of company management about stake-holders) to identify disconnections between these views and to integrate them in a coherent manner.



  1. Did Steve Harvey copy the book title Act Like A Lady Think Like A Man

    and theme from an earlier book?

    Book with same title & theme copyrighted and published by Sharon P. Carson in 2003

    CHICAGO, IL – Sharon P. Carson the author of the original title: Act Like A Lady –Think Like A Man, watched the February 27th episode of the Ophra show on which Steve Harvey was promoting his book of the same title. She was hoping that Steve would reveal to Oprah where he got the title and the theme for the book. It just seemed odd to her that his book had the same title and theme as her book that was copy written in 2003.

    Upon subsequently purchasing the book, she found some interesting parallels and realized that it is not unusual for a high profiled person to take a great title and theme, rewrite a book and use their celebrity status to sell it. This she says happens too often to the unsung poets, authors and entrepreneurs of the world.

    Steve wrote in his book that his hope was to “empower you with a wide-open look into the minds of men”. Sharon P. Carson wrote in her book in 2003 that her hope was for women to gain some insight into how men think in terms of relationships. Sharon also noted that in chapter 8 of Steve Harvey’s book titled “Why Men Cheat” he came to the same conclusion that she did in chapter 37 of her book, titled “Why would a man cheat”, and the answer was, “because they can”.

    Sharon actively promoted her book before the release in January 2009 of Steve Harvey’s book, and would not like to see her promotion efforts hindered. She feels that her book has much to offer from a woman’s perspective and seeks to empower women to practice self love and tough love in relationships.

    Before the publication of Steve Harvey’s book of the same title, Sharon bought the domain name: from which she has been selling her book. She has also held seminars with women at a Chicago University in promotion of her book, and can be viewed on the following youtube clip as she was being interviewed on a cable television program about her book in 2007

    Mindful of all the self - published poets and authors who have a hard time finding publishers for their works, Sharon is currently consulting with attorneys regarding her options, and hopes that her book with the first and original title of Act Like A Lady Think Like A Man will finally receive the recognition it deserves for the wisdom, encouragement, and empowerment that it provides to women.

  2. I am appreciating this information about general management in a business, It necessary to improve business skill by management tutorials.

  3. I have been seeking here such kind of business and management tutorials and almost i have got right spot to regarding my theme.

  4. A good article for the executives not having good managers. Thanks for sharing.

  5. I am satisfied with your blog. Your post is dear. Thanks for sharing your precious comprehension with me.

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