logging in or signing up GM Overview Burnett Lilly Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINTLite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 124 Category: Entertainment License: All Rights Reserved Like it (0) Dislike it (0) Added: December 23, 2007 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... Premium member Presentation Transcript Slide1: Lessons from 50 Years of General Management Education Professor Stephen Burnett Kellogg School of Management Northwestern UniversityDon’t Kid Yourself:: Don’t Kid Yourself: General Management is NOT just a higher form of functional management. Don’t Kid Yourself:: Don’t Kid Yourself: General Management is NOT just a higher form of functional management. Complexity, ambiguity and conflict are your friends!Complexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performanceComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatoryComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functionsComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’sComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business riskComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong informationComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong information Manage by asking questions and setting examplesComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong information Manage by asking questions and setting examples Functional expertise is of little value (immediately outdated)Complexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong information Manage by asking questions and setting examples Functional expertise is of little value (immediately outdated) Self-aware and confident to staff to weaknesses but not arrogantComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong information Manage by asking questions and setting examples Functional expertise is of little value (immediately outdated) Self-aware and confident to staff to weaknesses but not arrogant Mr./Ms. Outside and InsideComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong information Manage by asking questions and setting examples Functional expertise is of little value (immediately outdated) Self-aware and confident to staff to weaknesses but not arrogant Mr./Ms. Outside and Inside Passion for the task, NOT just the money and prestigeComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! “SO, you want to be a general manager…” You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
GM Overview Burnett Lilly Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINTLite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 124 Category: Entertainment License: All Rights Reserved Like it (0) Dislike it (0) Added: December 23, 2007 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... Premium member Presentation Transcript Slide1: Lessons from 50 Years of General Management Education Professor Stephen Burnett Kellogg School of Management Northwestern UniversityDon’t Kid Yourself:: Don’t Kid Yourself: General Management is NOT just a higher form of functional management. Don’t Kid Yourself:: Don’t Kid Yourself: General Management is NOT just a higher form of functional management. Complexity, ambiguity and conflict are your friends!Complexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performanceComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatoryComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functionsComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’sComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business riskComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong informationComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong information Manage by asking questions and setting examplesComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong information Manage by asking questions and setting examples Functional expertise is of little value (immediately outdated)Complexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong information Manage by asking questions and setting examples Functional expertise is of little value (immediately outdated) Self-aware and confident to staff to weaknesses but not arrogantComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong information Manage by asking questions and setting examples Functional expertise is of little value (immediately outdated) Self-aware and confident to staff to weaknesses but not arrogant Mr./Ms. Outside and InsideComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong information Manage by asking questions and setting examples Functional expertise is of little value (immediately outdated) Self-aware and confident to staff to weaknesses but not arrogant Mr./Ms. Outside and Inside Passion for the task, NOT just the money and prestigeComplexity, ambiguity and conflict are your friends!: Complexity, ambiguity and conflict are your friends! “SO, you want to be a general manager…”