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GROUP 7

:
Mai Đặng Huyền Trang
Nguyễn Ngọc Hoài Phương
OUTLINE
1- Organizational hierachy
2- Top managers’ working
environment
3- Role of top managers
4- Strategic planning
CEO & Chairman: Michael
S.Dell
Industry: Technology
Products: Desktops
Servers, Notebooks,
Netbooks, Televisions,
Peripherals printers
Revenue: $ 61.133b (2008)
Operating income: $
3.440b (2008)
Net income: $ 2.947b
(2008)
Total Assets: $27.561b
(2008)
Employees: 76,500 (2008)
CEO : Mike Duke
Industry: Retailing
Products: Discount Stores,
Supercenters,
Neighborhood Markets
Revenue: $ 404,16b(2009)
Operating income: $
30.07b (2009)
Net income: $ 13.39b
(2008)
Total Assets: $123,514b
(2007)
Employees: 2,100,000
(2008)
CEO & Chairman: Steve Job
Industry: Computer
hardware & software,
consumer electronics,
digital distribution
Products: Mac, Iphone,
Ipod, Apple TV, Cinema
Display, iLife,iWork
Revenue: $ 32.48b (2008)
Operating income: $ 6.28b
(2008)
Net income: $ 4.83b (2008)
Total Assets: $ 39.57b
(2008)
Employees: 35,000 (2009)
CEO & Chairman: Meg
Whitman
Industry: Auctions
Products: Online auction
hosting, shopping mall, e-
commerce, PayPal, Skype,
Kiji.
Revenue: $ 8.541b (2008)
Operating income: $
1.779b (2008)
Net income: $ 2.947b
(2008)
Employees: 15,500 (2008)
Organizational hierachy
CEO, General
Manager

Heads of
Departments

Supervisory
position
Top manager’s working
environment
+ Working time: Flexible hour but long hour
working ( even holidays and Sunday)
+ Working space: comfortable office
+ Working requirement: Substantial Travel,
High qualification requirement
+ Benefit: High paid salary, valuable fringe
benefit
Role of Top Managers
• Define the mission and vision of
organization
• Establish major goals and long term plan
• Devise strategy and formulate policies to
meet the organization’s goals
The main job of top managers is
Strategic Planning Model
Where we are
ABCDE Where we want to be How we will do it How are we doing

Assessmen Baseline Component Down to Evaluate
t s Specifics

• Environmental • Situation – Past, • Mission & • Performance • Performance
Scan Present and Vision Measurement Management
Future
• Background • Significant • Values / • Targets / • Review Progress
Information Issues Guiding Standards of – Balanced
Principles Performance Scorecard
• Situational • Align / Fit with • Major Goals • Initiatives and • Take Corrective
Analysis Capabilities Projects Actions

• SWOT – • Gaps • Specific • Action Plans • Feedback
Strength’s, Objectives upstream –
Weaknesses, revise plans
Opportunities,
Threats

Matt H. Evans, matt@exinfm.com