Presentation on theme: "chapter one Managers and Managing McGraw-Hill/Irwin"— Presentation transcript:1 Show
2 chapter one Managers and Managing
McGraw-Hill/Irwin 3 Learning Objectives Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and
effectively to achieve organizational goals Distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one affects organizational performance 4 Learning Objectives Differentiate among three levels of
management, and understand the tasks and responsibilities of managers at different levels in the organizational hierarchy Distinguish between three kinds of managerial skill, and explain why managers are divided into different departments to perform their tasks more efficiently and effectively. 5 Learning
Objectives Discuss some major changes in management practices today that have occurred as a result of globalization and the use of advanced information technology (IT). Discuss the principal challenges managers face in today’s increasingly competitive global environment 6 What is Management? All managers work in organizations
7 Question? What is a person responsible for supervising the use of an organization’s resources to meet its goals? Team leader
Manager President Resource allocator The correct answer is “B” Manager. See next slide 8
Managers Managers – The people responsible for supervising the use of an organization’s resources to meet its goals 9 What is Management? The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and
efficiently 10 What is Management? Resources include people, skills, know-how and experience, machinery, raw materials, computers and IT, patents, financial capital, and loyal customers and employees 11 Organizational Performance 12 Figure 1.1
13 Organizational Performance 14 Why study management? The more efficient and effective use of scarce resources that organizations make of those resources, the greater the relative well-being and prosperity of people in that society
15 Why study management? Helps people deal with their bosses and coworkers Opens a path to a well-paying job and a satisfying career
16 Managerial Tasks Managers at all levels in all organizations perform each of the four essential managerial tasks of planning, organizing, leading, and controlling Henri Fayol outlined the four managerial functions in his book General Industrial Management
17 Four Functions of Management 18 Planning Process of identifying and selecting appropriate organizational goals and courses of action 19 Steps in the Planning Process 20 Planning Complex, difficult activity 21 Organizing Task managers perform to create a structure of working relationships that allow organizational members to interact and cooperate to achieve organizational goals
22 Organizing Involves grouping people into departments according to the kinds of job-specific tasks they perform Managers lay out lines of
authority and responsibility Decide how to coordinate organizational resources 23 Organizational Structure
24 Leading Articulating a clear organizational vision for its members to accomplish, and energize and enable employees so that everyone understands the part they play in achieving organizational goals
25 Leading Leadership involves using power, personality, and influence, persuasion, and communication skills Outcome of leadership is highly
motivated and committed workforce 26 Controlling Task of managers is to evaluate how well an organization has achieved its goals and to take any corrective actions needed to maintain or improve performance The outcome of the control process is the ability to measure performance accurately and regulate organizational
efficiency and effectiveness 27 Decisional Roles Roles associated with methods managers use in planning strategy and utilizing
resources. Entrepreneur—deciding which new projects or programs to initiate and to invest resources in. Disturbance handler—managing an unexpected event or crisis. Resource allocator—assigning resources between functions and divisions, setting the budgets of lower managers. Negotiator—reaching agreements between other managers, unions, customers, or shareholders.
28 Interpersonal Roles Roles that managers assume to provide direction and supervision to both employees and
the organization as a whole. Figurehead—symbolizing the organization’s mission and what it is seeking to achieve. Leader—training, counseling, and mentoring high employee performance. Liaison—linking and coordinating the activities of people and groups both inside and outside the organization.
29 Informational Roles Roles associated with the tasks needed to obtain and transmit information in the
process of managing the organization. Monitor—analyzing information from both the internal and external environment. Disseminator—transmitting information to influence the attitudes and behavior of employees. Spokesperson—using information to positively influence the way people in and out of the organization respond to it.
30 Levels of Management Figure 1.3 31 Areas of Managers Department 32 Levels of Management First line managers - Responsible for daily supervision of the non-managerial employees who perform many of the specific activities necessary to produce goods and services Middle managers
- Supervise first-line managers. Responsible for finding the best way to organize human and other resources to achieve organizational goals Major part of the middle manager’s job is developing and fine-tuning skills and know-how, such as manufacturing or marketing expertise, that allow the organization to be efficient and effective
33 Levels of Management Top managers – 34 Levels of Management Chief executive officer (CEO) is company’s most senior and
important manager Central concern is creation of a smoothly functioning top-management team CEO, COO, Department heads 35 Relative Amount of Time That Managers Spend on the Four
Managerial Functions 36 Question? What skill is the ability to understand,
alter, lead, and control the behavior of other individuals and groups? Conceptual Human Technical Managerial The correct answer is “B”, Human skill. See slide 1-37. 37
Managerial Skills Conceptual skills Human skills Technical skills
38 Skill Types Needed Figure 1.5
39 Core Competency Specific set of departmental skills, abilities, knowledge
and experience that allows one organization to outperform its competitors 40 Restructuring Involves
simplifying, shrinking, or downsizing an organization’s operations to lower operating costs Can reduce the morale of remaining employees 41 Outsourcing Contracting with another company, usually in a low cost country abroad, to perform a work activity the company previously performed itself Increases
efficiency by lowering operating costs, freeing up money and resources that can now be used in more effective ways 42
Empowerment Involves giving employees more authority and responsibility over the way they perform their work activities
43 Self-managed teams Groups of employees who assume collective responsibility
for organizing, controlling, and supervising their own work activities 44 Discussion Question What is the
biggest challenge for management in a Global Environment? Building a Competitive Advantage Maintaining Ethical Standards Managing a Diverse Workforce Global Crisis Management There is no one correct answer. It will depend on the firm and it’s industry. Some firms need to spend more time with ethics, others with building a competitive advantage, etc. Students should be prepared to discuss based on an industry they are familiar
with. 45 Challenges for Management in a Global Environment 46 Building Competitive Advantage 47 Building Blocks of Competitive Advantage 48
Building Competitive Advantage 49
Building Competitive Advantage 50 Building Competitive
Advantage 51 Turnaround Management 52 Maintaining Ethical and Socially Responsible Standards 53 Managing a Diverse Workforce 54 Global Crisis Management
55 Movie Example: Office Space Which of the following refers to a specific set of departmental skills knowledge and experience that allows an organization to outperform its competitors?Technical skills- the job-specific knowledge and techniques required to perform an organizational role. The specific set of departmental skills, knowledge and experience that allows one organization to outperform another.
When a manager lays out the lines of authority and responsibility among different individuals and groups the manager is?Organizing is structuring working relationships so organizational members interact and cooperate to achieve organizational goals. Organizing people into departments according to the kinds of job-specific tasks they perform lays out the lines of authority and responsibility between different individuals and groups.
Which of the following management techniques involves giving employees more authority and responsibility over how they perform their work activities?Empowerment is a management technique that involves giving employees more authority and responsibility over how they perform their work activities.
What is a characteristic of first line managers?This means that first-line managers must be skillful problem solvers who understand how to quickly develop alternative plans and implement them within teams. First-line managers must remain agile and flexible when shifts inevitably occur within an organizational structure.
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