Matakuliah
Tahun
: A0134/Audit Operasional
: 2006
Pendahuluan
Pertemuan 1 s.d 2
1
Uncertainty and Contradiction
• The business arena is changing and at an
accelerating pace.
2
• Managers make decisions in an
environment where there are no longer
fixed landmarks, indicating future business
solutions.
3
• The Free Trade Agreement between the United
States, Canada and Mexico means that a
foreign company can now buy manufacturing
capacity and capitalise on cheap labour in
Mexico and distribute its products through an
Canadian company, all within the same tariff
zone. In South-East Asia, between Singapore
and Malaysia, there is virtually an integrated
market in operation. It seems likely, too that
between China, Japan and Korea some form of
closer integration will emerge.
4
Achieving the Right Balance
• Change must be managed: even if the
changes which the market place requires
strike at the fundamental focus and
structure of a company.
5
• A series of challenges have to be faces:
the biggest fear is fear itself.
6
• If the challenges are not met, then the
company loses its competitive edge.
7
• Clear, focused perceptions of the road
along which the company is travelling, and
the shortest, least expensive method of
getting there, are vital.
8
• Managing change is managing risk.
9
• Change brings uncertainty, and no matter
how reliable a company’s economic
forecasts or market research might be,
there is still a substantial element of risk.
10
• See Fig. 1.2. p. 7
11
• Managing change requires balance. Each
company is a unique combination of skill,
culture and organisation.
12
• No two companies have the same
resources, the same assets; they never
sell an identical range of products.
13
• So effective management of change is a
question of achieving the right balance for
each individual company.
14
The Right Man for the Right Job
• There is no such thing as the perfect
manager: the vital choice is the right man
for the right job.
15
• The skill requirements of most companies
are already changing.
16
• The move from specialist to generalist
managers will surely increase; managers
will also, increasingly, be trained to
manage change.
17
• A revolution is occurring in management
thinking.
18
• A time of change is a time of unique
business opportunities.
19
• Companies will have to adopt a more
focused strategy; they will have to allocate
sources appropriately and with realistic
expectations. They will have to
emphasise their core business: all this
implies having a customer oriented
strategy, not an industrial policy.
20