Taking the Lead: The Management Revolution (13 Parts)

Synopsis

Shows how an emphasis on environental awareness and social responsibility are radically changing the world of business. Uses examples from some of the world’s most successful companies.
1: Managment is the setting and achieving of goals through planning, organising, staffing, directing and controlling. At all levels, managers find their job to be a challenging mixure of the titanic and the trivial; their lives are fragmented and unpredictable.
2: Management is being challenged to make radical changes from ingrained patterns in reponse to scial, ethical and environmental issues. New management encourages ideas to move freely, change is not to be responded to but to be embraced.
3: With mission established, planners start analysing future internal and external environments. Then specific goals, objectives and strategies can be developed. Whether the organisation is an arts centre, a service company or in industry, the need to project and plan several years into the future is critical.
4: The essence of strategic planning is determining where you want to be at a certain tme, then establishing what steps you need to take to reach that goal. Shows how four major companies tackle their planning functions, and that long-term forward planning is risky but not planning is much riskier.
5: Decisions are complicated, interrelated and continual. Decisions shape the destiny of an orgnaisation and the ability to make a rational choice among alternatives is one of the most critical managerial skills.
6: Coordinating efforts to achieve goals is less easy in practice than in theory. Shows how Appledeveloped a new organisational structure. Pressures of success at Pategonia strained its whole ethos and with the 90s recession it renewed its commitment to its original goals and way of working.
7: Viable companies must be willing to form new strategies and structures. There has been a trend away fromt the mechanistic organisational designs towards organic ones. Discusses the pressures that bring about organisational design or redesign and how the design is developed and implemented.
8: Power is the ability to influence the behaviour of others; in itself it is neither good nor bad, but a natural aspect of people working together. Examines the sources of power categorised by French and Raven - legitimate, reward, coercive, expert referent.
9: Corporate culture - the ‘atmosphere’ or ‘climate’ of a company - is the total of that organisation’s behaviours, beliefs and values. This increasingly includes the belief in the imnportance of making quality not a goal, but a requirement. Total Quality Management provides the focus.
10: Changes in technology, the extension of global markets, and social systems within different markets, seriously impact on management practices, and drive companies to make their own internal changes. We examine how the options faced under these circumstances are managed and how successful companies exhibit an ability to deal with rapid change.
11: The search for qualified job applicants, covers employment agencies, educational and community organisations, and existing employees. Due to shifting personnel demands, staff are increasingly on short contracts and paid on a performance related basis. However it is done, a host of laws and regulations must be considered.
12: Companies with high expectations for employee performance must provide training that allows them to achieve success. Ongoing coaching and support, and a continuing emphasis on training and education, are vital. The issues that surround the management of human resources challenge managers at all levels fo the organisation.
13: All parties to effective communication must recognise that a multitude of barriers hinder that process. Communication is oral, written, visual, or nonverbal. Be it up, down, or laterally, the ability of management to instill common goals and values depends on its ability to communicate effectively.
14: Motivating requires the ability to look inside people, see what drives them, and create a rewarding environment for those drives. Studies Maslow’s work and notes that companies increasingly design jobs to motivate employees with a sense of control and challenge.
15: While employees bring a lot of different attitudes to the workplace, morale, especially of a group, depends predominantly on the working conditions that management creates. What is critical is not the precise manner in which managers develop morale, but their recognition of its impact across the organisation.
16: Leadership is one of the key factors for creating a dynamic team. Includes contributions from Richard Branson and othes to illustrate the diverse ways in which leadership can be developed, both to boost morale and to give leaders knowledge about the ‘motor’ of the operation they lead.
17: Conflict is inherent in most situations. Conflict resolution is about bringing both sides together to look at issues, narrow the conflict down down to specific problems and consider ways to solve them. Examines the structures and strategies that help minimise conflict and aid its resolution when it occurs.
18: Control can cover everything from budgets and job descriptions that set guidelines in advance; to dials and gauges and alarms that catch problems as they occur; to reviews and analyses that look back and over performance and suggest changes. Wherever they occur, controls translate plans into standards and measure performance agains them.
19: An organisation cannot survive without proper management of its financial resources, which must be continually monitored and controlled. Examines financial control tools and shows that if a company is to remain healthy and realise its full potential, controls must be applied in an intelligent and timely manner.
20: Organisational success depends on efficient management of operations. Looks at developing operational styles, including key operational practices from Japan, in particular their ‘just in time’ inventory method and kalzen or ‘continuous improvement’.
21: Computers allow us to electronically gather, store, sort and summarise unprocessed facts and figures into specific and relevant information; but designing and implementing appropriate systems can prove to be a complex and challenging task.
22: Accurate productivity measures can be vital defining problems and deciding where to direct resources and energy. Uses Ford as an example to show that quality and productivity which were once considered mutually exclusive, are no longer independent.
23: International managers need to learn about the politics, economy and culture of each nation they will deal with. The pressure to find new markets forces them to improve their management and production techniques and to grow intheir cross cultural understanding.
24: Studies employment and appraisal strategies and what an individual can do to help themselves optixise their employment options. Emphasises the understanding of personal values, goals, talents and limitations and the need for a flexible career plan, driven by core values, and always open to new possibilities.
25: Managers must be sensitive to the needs of a wide and diverse range of publics whose interests may not coincide. Problem-solving formulae or a corporate code of ethics are good tools, but they can mean nothing unless implemented with corporate commitment.
26: Some believe that social responsibility is best served by being profitable, providing a product and employment. Shows how companies successfully integrate social responsibility with profit. The evolution of companies and the philosophies that define them is an ongoing process requiring courage and vision.

Language

English

Country

United States

Medium

Video; Videocassette. VHS. col. 26 x 30 min.

Year of production

1994

Availability

Out OF Distribution; 2001 sale: £12.75 (+VAT inc. p&p) each part 2001 sale: £99.00 (+VAT inc. p&p) whole set

Subjects

Business studies

Keywords

business education; ethical management; management skills; organisations; strategic management

Sections

Title

Mnagement at work: the managerial world

Synopsis

1: Managment is the setting and achieving of goals through planning, organising, staffing, directing and controlling. At all levels, managers find their job to be a challenging mixure of the titanic and the trivial; their lives are fragmented and unpredic

Title

In transition: the changing, challenging environment of management

Synopsis

2: Management is being challenged to make radical changes from ingrained patterns in reponse to scial, ethical and environmental issues. New management encourages ideas to move freely, change is not to be responded to but to be embraced.

Title

Setting the stage: the planning process

Synopsis

3: With mission established, planners start analysing future internal and external environments. Then specific goals, objectives and strategies can be developed. Whether the organisation is an arts centre, a service company or in industry, the need to pro

Title

Game plan, The: strategic, business and department level planning

Synopsis

4: The essence of strategic planning is determining where you want to be at a certain tme, then establishing what steps you need to take to reach that goal. Shows how four major companies tackle their planning functions, and that long-term forward plannin

Title

Callling the shots: decision making

Synopsis

5: Decisions are complicated, interrelated and continual. Decisions shape the destiny of an orgnaisation and the ability to make a rational choice among alternatives is one of the most critical managerial skills.

Title

Putting it together: the principles of organising

Synopsis

6: Coordinating efforts to achieve goals is less easy in practice than in theory. Shows how Appledeveloped a new organisational structure. Pressures of success at Pategonia strained its whole ethos and with the 90s recession it renewed its commitment to i

Title

Laying the groundwork: organisational design

Synopsis

7: Viable companies must be willing to form new strategies and structures. There has been a trend away fromt the mechanistic organisational designs towards organic ones. Discusses the pressures that bring about organisational design or redesign and how th

Title

Running the show: influence, power and authority

Synopsis

8: Power is the ability to influence the behaviour of others; in itself it is neither good nor bad, but a natural aspect of people working together. Examines the sources of power categorised by French and Raven - legitimate, reward, coercive, expert refer

Title

Heart of the matter: organisationsl culture and climate

Synopsis

9: Corporate culture - the 'atmosphere' or 'climate' of a company - is the total of that organisation's behaviours, beliefs and values. This increasingly includes the belief in the imnportance of making quality not a goal, but a requirement. Total Quality

Title

Shifting gears: managing organisational change

Synopsis

10: Changes in technology, the extension of global markets, and social systems within different markets, seriously impact on management practices, and drive companies to make their own internal changes. We examine how the options faced under these circums

Title

Help wanted: recruitment and selection of employees

Synopsis

11: The search for qualified job applicants, covers employment agencies, educational and community organisations, and existing employees. Due to shifting personnel demands, staff are increasingly on short contracts and paid on a performance related basis.

Title

High performance: staff development and maintenance

Synopsis

12: Companies with high expectations for employee performance must provide training that allows them to achieve success. Ongoing coaching and support, and a continuing emphasis on training and education, are vital. The issues that surround the management

Title

Keeping in touch: interpersonal and organisational communication

Synopsis

13: All parties to effective communication must recognise that a multitude of barriers hinder that process. Communication is oral, written, visual, or nonverbal. Be it up, down, or laterally, the ability of management to instill common goals and values de

Title

All systems go: motivating for excellence

Synopsis

14: Motivating requires the ability to look inside people, see what drives them, and create a rewarding environment for those drives. Studies Maslow's work and notes that companies increasingly design jobs to motivate employees with a sense of control and

Title

Pulling together: building morale and commitment

Synopsis

15: While employees bring a lot of different attitudes to the workplace, morale, especially of a group, depends predominantly on the working conditions that management creates. What is critical is not the precise manner in which managers develop morale, b

Title

At the helm: styles of leadership

Synopsis

16: Leadership is one of the key factors for creating a dynamic team. Includes contributions from Richard Branson and othes to illustrate the diverse ways in which leadership can be developed, both to boost morale and to give leaders knowledge about the '

Title

Working it out: managing organisational conflict

Synopsis

17: Conflict is inherent in most situations. Conflict resolution is about bringing both sides together to look at issues, narrow the conflict down down to specific problems and consider ways to solve them. Examines the structures and strategies that help

Title

Keeping track: managment and control

Synopsis

18: Control can cover everything from budgets and job descriptions that set guidelines in advance; to dials and gauges and alarms that catch problems as they occur; to reviews and analyses that look back and over performance and suggest changes. Wherever

Title

It all adds up: financial methods of control

Synopsis

19: An organisation cannot survive without proper management of its financial resources, which must be continually monitored and controlled. Examines financial control tools and shows that if a company is to remain healthy and realise its full potential,

Title

Taking stock: production/operator management

Synopsis

20: Organisational success depends on efficient management of operations. Looks at developing operational styles, including key operational practices from Japan, in particular their 'just in time' inventory method and kalzen or 'continuous improvement'.

Title

Point of information: information systems management

Synopsis

21: Computers allow us to electronically gather, store, sort and summarise unprocessed facts and figures into specific and relevant information; but designing and implementing appropriate systems can prove to be a complex and challenging task.

Title

Above and beyond: managing for productivity

Synopsis

22: Accurate productivity measures can be vital defining problems and deciding where to direct resources and energy. Uses Ford as an example to show that quality and productivity which were once considered mutually exclusive, are no longer independent.

Title

World of opportunity: managing in a global environment

Synopsis

23: International managers need to learn about the politics, economy and culture of each nation they will deal with. The pressure to find new markets forces them to improve their management and production techniques and to grow intheir cross cultural unde

Title

Right fit The: the individual and the organisation

Synopsis

24: Studies employment and appraisal strategies and what an individual can do to help themselves optixise their employment options. Emphasises the understanding of personal values, goals, talents and limitations and the need for a flexible career plan, dr

Title

Making choices: managerial ethics

Synopsis

25: Managers must be sensitive to the needs of a wide and diverse range of publics whose interests may not coincide. Problem-solving formulae or a corporate code of ethics are good tools, but they can mean nothing unless implemented with corporate commitm

Title

For the common good: social responsibility and managment

Synopsis

26: Some believe that social responsibility is best served by being profitable, providing a product and employment. Shows how companies successfully integrate social responsibility with profit. The evolution of companies and the philosophies that define t

Production Company

Name

In-Tele-Com

Distributor

Name

Resources in Training & Education Ltd

Contact

Donald Hill, Mark Brady

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Notes

Probably no longer in business (2009)