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MMM
497: New General Manager (MMM)


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Prerequisites

Only open to MMMs and MBAs at this time

Description

This course provides you with a thorough review and understanding of the role, problems and excitement of being a new general manager. It should help you gain a broad, integrated perspective of general management including the need to manage up, down, across and outside the organization.

Course Objectives

  1. Familiarize you with the problems and issues confronting general managers.
  2. Provide you with the language, concepts, insights and tools needed to deal with complex issues in order to make a meaningful contribution to the health of the organization.

The ultimate goal of the course is to have you apply many of the functional theories and leadership concepts learned in other courses. In addition, the course should help you develop a general framework for taking charge in new situations, as well as a personal philosophy and style of general management.

Functional Areas

We will observe how all the functional areas of a company interrelate. You will enhance your leadership and decision making skills while focusing on building organizational value by:

  • Formulating an integrated business perspective
  • Strategically allocating limited resources
  • Constantly upgrading the organization
  • Learning to build a dynamic organizational culture
  • Identifying strategic performance gaps and identifying the root cause
  • Creating excellence in operations and execution

Plan of Action

Our major emphasis will be on taking action implementing a plan, not just on analysis. You will have the opportunity to develop skills in setting priorities, integrating action programs, communicating, consensus building and intervening.

Topics

There will be a variety of company sizes, industries, including manufacturing, services, domestic and international. A partial list of the topics to be covered includes:

  • Becoming a first time manger
  • Determining how fast to move as a new young GM
  • Taking over a troubled organization
  • Managing growth in an international start-up
  • Taking over where the corporate office is heavily involved
  • Following unsuccessful and successful managers
  • Accommodating two cultures following a merger
  • Leading with little support from the organization
  • Leading a private equity investment