Yet talking about the concept and making it live are two different things. This list shouldn’t be surprising; the fundamentals of a general manager’s job should sound familiar after all. This doesn’t mean arbitrary, unrealistic goals that are bound to be missed and motivate no one, but rather goals that won’t allow anyone to forget how tough the competitive arena is. The Japanese company had spent more money and a higher percentage of sales in just two areas—R&D and quality. During the next few years, the company dramatically changed its cost structure through a series of innovative cost reductions in production, distribution, purchasing, corporate overhead, and product-mix management. Otherwise, managers will postpone action, rationalize marginal performance, or mistake the recruitment of one or two outsiders for real upgrading. Vice presidents stand below the C-suite executives. They charge each business unit with managing its balance sheet and carefully measure its return. The moral of this story: before you reorganize, be sure of what you’re trying to do better and why. In contrast to the GM who is satisfied to have one or two high-performing departments only, they demand superior execution in every function. These managers are also bugs on costs. They develop a distinctive work environment; spearhead innovative strategic thinking; manage company resources productively; direct the people development and deployment process; build a dynamic organization; and oversee day-to-day operations. Sure, they’ll take such sweeping actions if they’re in a situation where that’s necessary or desirable. Most difficult to understand are general management job titles such as "regional manager" and "divisional manager." A general manager (GM) is responsible for all or part of a department's operations or the company's operations, including generating revenue and controlling costs. They don’t commit the company to more things than it can handle or—at the other extreme—to a pace that falls short of its capacity. Figure: British Airways Organizational Structure British Airways has a unique organizational structure led by a general manager, who is answerable to the Board of Directors. If we can’t figure out how to improve the situation promptly, we start to look for ways to get rid of it.”. In fact, very few companies do. And they put constant pressure on the organization to improve productivity. Marginal performers don’t stay long in pivotal jobs. “That means every business, plant, machine, and job is open to question. But by focusing on fewer bets and backing them aggressively, they improve the odds. Sounds humorous until you reflect on one of the cardinal weaknesses of most professional managers: they spend company cash as though it belonged to someone else. Organizational Structure: General Manager at EA Nick Earl , Arcadia Kim and Erin Turner , Electronic Arts Nick Earl, General Manager of Electronic Arts Redwood Shores Studio, talks about how the General Manager… July 2020 Rancho California Water District ADMINISTRATION Administration (29) Director of Administration Customer and Support Services Manager … Finally, the best GMs invariably surround themselves with good people—achievers, not cronies or loyalists. This doesn’t mean they are risk-averse—far from it. Top of the Hierarchy Regardless of what kind of construction company you run, the organizational structure begins with who's at the top. They learn to push their ideas through a small, narrowly based group of subordinates and peers but not how to manage a diverse team of executives from several areas. GMs generally work during business hours, but depending on the employer and the demands of the job, they may work some long days, late nights, and weekends. Above all, they are impossible to satisfy. In contrast, the best GMs routinely bring managers together to talk about the business, to get multiple inputs on important projects, and to line up their support. Moreover, this deep concern for fellow employees and high ethical standards permeate Cummins—just as they did when Irwin Miller was CEO. Of these three, performance standards are the single most important element because, broadly speaking, they determine the quality of effort the organization puts out. Worse, its managers were convinced it was easier to build a 5% market share to 10% than to grow 30% to 35%. Review ideal examples of management resumes to make sure you stand out among other candidates and include everything employers want to know. Responsible for leading global HR organization, including Talent Management, Leadership Development and Learning, Compensation and Benefits, Employee Relations and Security. Engage in key or targeted customer activities. They also understand the impact of concentrating on a few things at one time. Individually, none of these things is totally new or unique. The matrix structure is a bit more confusing, but pulls advantages from a couple of different … A restaurant organizational chart will show employees in an organized chain of command. Such a simple organizational chart helps improve department management … And of course, there are always a few whose own values are flawed or expedient, but who are nonetheless successful in the short run. Figures and facts mean something to them because they know their customers, products, and competitors so well. And they never stop trying to read those facts and figures for clues to an edge in the marketplace. And that knowledge gives them the conviction they need to make things happen and gain a competitive edge. GMs who ask these questions consistently and act on the answers end up with more high-impact managers than those who haven’t given much attention to the mix of skills and styles it takes to win their particular battles. Oversee daily operations of the business unit or organization. They must typically: An individual in a GM role is a generalist who is familiar with all areas of the business and can coordinate processes and operations across the organization. If business drops off sharply, they move faster than others to scale back costs, cut discretionary expenditures, and eliminate losers. Every year their talent pool gets deeper and better because they’re constantly building critical mass on the theory that you never have enough good people. There are few things that managers can do alone; they must usually rely on the support, cooperation, or approval of a large number of people. Next, they push for functional excellence all across the business. They know that sustained superior performance can’t be built on one-shot improvements like restructurings, massive cost reductions, or reorganizations. The authority is embedded in the hierarchical structure and it flows in a direct line from the top of the managerial hierarchy down to different levels of managers and subordinates and further down to the operative levels of workers. Sure, they’ll take such sweeping actions if they’re in a situation where that’s necessary […]. The result: while former key competitors like Allied, ADG, and Federated were stumbling, May emerged as the largest, best run publicly held company in its chosen field. Naturally, that same pattern won’t apply to every company. A general restaurant organizational chart looks like this: The business belongs to the owners, and … They also get personally involved in solving important problems, regardless of what the organization chart says. 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