TOP MANAGEMENT chinh thuc 2

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GROUP 7: Mai Đặng Huyền Trang Nguyễn Ngọc Hoài Phương TOP MANAGEMENT

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CEO & Chairman: Michael S.Dell Industry: Technology Products: Desktops Servers, Notebooks, Netbooks, Televisions, Peripherals printers Revenue: $ 61.133b (2008) Operating income: $ 3.440b (2008) Net income: $ 2.947b (2008) Total Assets: $27.561b (2008) Employees: 76,500 (2008)

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CEO : Mike Duke Industry: Retailing Products: Discount Stores, Supercenters, Neighborhood Markets Revenue: $ 404,16b(2009) Operating income: $ 30.07b (2009) Net income: $ 13.39b (2008) Total Assets: $123,514b (2007) Employees: 2,100,000 (2008)

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CEO & Chairman: Steve Job Industry: Computer hardware & software, consumer electronics, digital distribution Products: Mac, Iphone, Ipod, Apple TV, Cinema Display, iLife,iWork Revenue: $ 32.48b (2008) Operating income: $ 6.28b (2008) Net income: $ 4.83b (2008) Total Assets: $ 39.57b (2008) Employees: 35,000 (2009)

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CEO & Chairman: Meg Whitman Industry: Auctions Products: Online auction hosting, shopping mall, e-commerce, PayPal, Skype, Kiji. Revenue: $ 8.541b (2008) Operating income: $ 1.779b (2008) Net income: $ 2.947b (2008) Employees: 15,500 (2008)

OUTLINE : 

OUTLINE 1-Top managers’ working environment 2- Responsibilities of top managers 3- Strategic planning Model

Top manager’s working environment : 

Top manager’s working environment + Working time: Flexible hour but long hour working ( even holidays and weekend) + Working space: comfortable office + Working requirement: Substantial Travel, High qualification requirement +High paid salary, valuable fringe benefit

Responsibilities of Top manager : 

Responsibilities of Top manager Fulfill key roles Provide corporate leadership Set strategic planning

Importance of strategic planning : 

Importance of strategic planning A powerful tools to keep your organization energized, focus and effective. Focus on establishing your organizational direction, setting priorities and identifying obstacles and opportunities that may limit or enable you to carry out your mission

Strategic Planning ModelA B C D E : 

Strategic Planning ModelA B C D E Environmental Scan Assessment SWOT Significant Issues Mission & Vision Values / Guiding Principles Major Goals Specific Objectives Performance Measurement Targets / Standards of Performance Baseline Components Performance Management Review Progress – Balanced Scorecard Down to Specifics Evaluate Where we are Where we want to be How we will do it How are we doing Gaps Action Plans Feedback upstream – revise plans

Assessment Model:S W O T : 

Matt H. Evans, matt@exinfm.com Assessment Model:S W O T External Assessment: Marketplace, competitor’s, social trends, technology, regulatory environment, economic cycles . Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers, . . .

BASELINE : 

Matt H. Evans, matt@exinfm.com BASELINE Descriptive about the company as well as overall environment Include information about relationship- customer, supplier, partner Baseline / Organizational Profile Challenges / SWOT Gap = Basis for Long-Term Strategic Plan

EVALUATE : 

EVALUATE The Balance Scorecard – measurement and management system Implement it  continuously improve strategic performance and results

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