General Management Processes
A Managerial Processes Framework
Direction-setting |
Negotiating
& selling |
Monitoring
& control |
|
| Purpose | Establish organizational direction & goals | Obtain needed support & resources | Track ongoing activities & performance |
| Primary task | Developing an agenda | Building a network | Collecting information |
| Critical skills | Synthesis, priority setting, communication | Timing & sequencing, framing & presentation | Questioning & listening, interpreting data |
A Framework for Action - Organizational Processes
Direction-setting |
Negotiating
& selling |
Monitoring
& control |
|
| Work processes | Are there clear goals for operational and strategic performance? | Have we obtained the necessary agreements and resources from upstream & downstream departments? | Do we know how well our performance matches plans? |
| Behavioral processes | Are there well specified approaches to communication, decision-making and learning? | Is there widespread acceptance of the desired approaches to communication, decision-making and learning? | Do we know how well our current behaviors match the desired approaches to communication, decision-making and learning? |
| Change processes | Is there a clear rationale, direction and path of change? | Are others in the organization convinced that change is needed and that the proposed changes are the right ones? | Do we know whether critical milestones have been reached and planned changes have been implemented? |
Source: Garvin, David A. (2002). General management: Processes and action, text and cases (pp. 25, 26). New York: McGraw-Hill.
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© Copyright 2001 Raymond S. Kulzick. All rights reserved. 010930.
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