2. The Role of the Manager

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来自 IESE Business School 的课程

Analysis of Business Problems

17 个评分

IESE Business School

Analysis of Business Problems

17 个评分

课程 5（共 5 门，Specialization Foundations of Management）

When does an opportunity to increase the bottom line become a liability for long-term brand sustainability and profitability? That is the question that GAS GAS, an off-road motorcycle manufacturer, is confronting. In this culminating course, it’s time to use the business tools you have learned throughout the specialization to solve this real business problem. To help you as you develop a solution to the GAS GAS dilemma, in the Capstone you will also learn a six-step analysis of business problems methodology. By the end of the course, you will understand how to weave together considerations from accounting, finance, marketing and organizational behavior in order to arrive at a sound decision that will positively impact the firm’s future.

从本节课中

Course Overview and Week 1-Analysis of Business Problems: Capstone

Welcome! Before you start today's videos, please have a look at the syllabus. In this first session, I’ll introduce you to IESE’s six-step Analysis of Business Problems (ABP) methodology. This methodology is a very useful tool to help managers in their principal responsibility: making decisions. Because most business problems involve financial, technical and human issues, they are by nature complex. No matter how much thought you put into it, there is no “correct solution” and certainly no guarantee that your decision will yield the desired outcomes. Learning this six-step methodology is therefore a great help to many mangers as they take on their decision-making challenges, such as the one that GAS GAS faces. Objectives: To give learners a relevant and effective tool to make managerial decisions.

Introduction to Capstone1:44

What is Gas Gas? Company Promo Video3:17

1. Week 1 Intro1:23

2. The Role of the Manager3:37

3. Structured vs. Unstructured Problems7:26

4. Finding Solutions to Unstructured Problems7:24

5. Introducing Six Steps to Solving Problems7:13

6. Criteria and Alternatives6:02

7. From Analysis to Action4:00

8. Hamlet & Othello3:01

9. What’s Next2:01

Interview with Ramon Puente5:23

与讲师见面

Carlos García Pont
Professor
Marketing Department

[MUSIC]

I would like you to reflect on what is the role of a manager.

Please, take a piece of paper and think for

10, 15 seconds, what do you think managers do?

Ten, nine, eight,

seven, six, five, four,

three, two, one, zero.

Obviously, I'm not going to ask you what you've written, but

this is a question that they usually make at the start of most programs at IESE.

The kind of answers that I'm getting is the kind of answers that you now see

on the slide.

Managers set objectives.

Managers motivate.

Managers negotiate.

They select the team.

They control the business.

They measure performance.

They achieve the objectives.

Most of the stuff that I'm getting is things that occupy the time of managers.

But then I always ask the same question to the executives.

Why do they'll do all this things?

And there's only one answer to that, a manager solves problems.

Solving problems is not something that is a negative thing to do.

There are some problems that come to you.

A machine has spoiled, there are no sales in a certain area.

The human resource person wants to develop some kind of executive program.

But it's a lot more interesting the problems that you create.

You create a strategy and that's a problem to create a strategy because you need

creativity, you need criteria, you develop new products,

those are the problems that you create and the problems that you want to have.

The real question that you have to answer is how much time

do managers devote to solving problems?

Actually, I used to teach a course on strategy back at IESE and

the first thing I did on the first day of class is ask my students,

how much time do you think general managers spend on strategy?

The answers wereusually all around the place but

young MBA's tend to think more on the upper 50s and so on.

But if you push them a little bit, you can always get to the 70% even 90%.

When I got the 90% from them, I told them be careful.

If you ever go to a firm where the general manager spends 90%

thinking about strategy, you better go and look for another job.

You will go bankrupt quite soon.

Of course, MBA students really got surprised because

they always think that strategy runs the place but

you don't realize that the real nature of the manager's job is to solve problems.

Either the problems that the context creates for you,

or the problems that you create for the firm in order to have a successful future.

[MUSIC]

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