Download - Topic 1 Managers and Management
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Managers
andManagement
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Learning Outcomes
Tellwhomanagers are and where theywork
Defne management
Describewhat managers do Explainwhy its importantto study
management
Describethe factorsthat arereshaping and redening management
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Who Are ManagersWhere !o "hey Work
Organization A de#i$erate arrangement of peop#e
$rought togetherto accomp#ish a
specic purpose% Common Characteristics o
Organizations
1. Goals- !istinct purpose
2. Peopleworking together &'ocia# entity(
3. structure
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Value
-s/holders
-customers
Innovations
Mtn. integrity
people
To defines & limits
Behaviorof memers
-structure
-rules & regulations!ecision &
activities
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o! "re Managers Di#erent rom$onmanagerial Emplo%ees&
$onmanagerial Emplo%ees +eop#e who work direct#y on a ,o$ or
taskand hae no responsi$i#ity for
oerseeing the work of others% .g- associates/ team mem$ers/ accounts
o0cer/ " specia#ist/ purchasing c#erk%%
Managers
ndiidua#s in organiations who directthe actiities of others%
.g% Manager - production/ purchasing/ ac%
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'hatTitles Do Managersa(e&
Top Managers
6esponsi$#e - directionof the organiation% .sta$#ishing po#icies 7 phi#osophies .g% +resident/ 8.O/ 9+
Mi))le Managers Manage the actiities of other managers%"rans#ate the goa#s set $y top managers into specic
detai# that #ower managers can get things done% .g% !istrict Manager/ !iision Manager
*irst+line Managers directing nonmanageria# emp#oyees &day to day
actiities( .g% 'uperisor/ "eam Leader
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'hat ,s Management&
Management"he processof getting things done efectively
and eciently/ with and through peop#e
E#ecti(eness
E-cienc% 8oncerned with the means/ e0cient use of
resources#ike peop#e/ money/ and e>uipment Most output with #eastinput - cost &means(
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The Process o Management
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'hat Do Managers Do&
n the functions approachproposed $y Brenchindustria#ist enri Bayo#/
a## managers performcertain actiities orfunctions
-p#an/ organie/ command/coordinateand contro#
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*or Management*nctions Planning
!ening the organiationa# purpose &goa#s(and ways &strategy 7 p#an(to achiee it
Organizing Arranging and structuring workto accomp#ish
organiationa# goa#s &what ow Who( /ea)ing
!irecting the work actiities of others !irect/ coordinate/ motiatingC
communication channe#
nDuencingC change $ehaior% Controlling
Monitoring/ comparing-std/ and correctingwork performance &cost/ >ua#ity/ serice%%(
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"esolve conflicts
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'hat 0oles Do Managers Pla%&
enry Mint$erg &4?s(o$sered that amanagers ,o$ can $e descri$ed $y ten ro#esperformed $y managers in three genera#categories%
,nterpersonal 0oles Bigurehead/ Leader/ and Liaison
,normational 0oles
Monitor/ !isseminatorand 'pokesperson Decisional roles .ntrepreneur/ !istur$ance and#er/
6esource A##ocatorand Eegotiator
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i ,nterpersonal 0oles
,nterpersonal rolesrefer to re#ationshipswith others and are re#ated to human ski##s%
- The fgrehea) role- hand#ing of ceremonia#
and sym$o#ic functionsfor the organiation&signing mou(%
The lea)er role+the re#ationship withsu$ordinates inc#uding motiation/
communication/ and inDuence% The liaison role- the dee#opment of
information sources $oth inside and outsidetheorganiations%
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ii ,normational 0oles
,normational rolesinc#ude the functions used tomaintain and dee#opan information network%
monitor ro#e- seeking current information frommany sources &written mat%7 peop#es(%
disseminator ro#e-the manager transmitsinformation to others-inside and outsidethe orgn
spokesperson ro#e- making o0cia# statementsto peop#e outsidethe organiation a$outcompany po#icies/ actions/ or p#ans%
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iii Decisional 0oles
Decisional rolescome into p#ay when managersmust make choices% "hese ro#es often re>uire $othconceptua# and human ski##s%
The entreprener role+ initiation of change%Managers seek ways to so#e pro$#emsorimproe operations%
The )istrbance han)ler role+ reso#ingconDictamong su$ordinates/ $etweenmanagers/ or $etween departments%
The resorce allocator role+ a##ocating
resourcesin order to attain desired outcomes%&get F/ $udget(
The negotiator role+ ino#es forma#negotiations and $argainingto attain outcomes
for the managers unit of responsi$i#ity%
#nion$ other dept.$ supplier
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'hat 34illsDo Managers $ee)&
6o$ert Gat and others descri$e four critica# ski##s inmanaging
Conceptal 34ills
Hsed to ana#ye 7 diagnosecomp#eI situations &t(-'WO"
,nterpersonal 34ills Hsed to communicate/ motiate/ mentorand de#egate
Technical 34ills
Jased on specia#ied know#edgere>uired for work
Political 34ills
Hsed to $ui#d a power$ase and esta$#ish connections
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%etting resources
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,s The Manager5s 6ob7ni(ersal&
managers ,o$ arieswith a#ong seera#dimensions
/e(el in the Organization
"op #ee#managers do more p#anning/designing oera## orgn% 'tructure ratherthan superisors 7 designing ,o$s for
indiidua#7 work groups% Proft (s. $onproft
Management performance is measured
on diKerent o$,ecties 1-22
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,s the Manager5s 6ob7ni(ersal& cont5)
3ize o the Organization 'ma## $uss -emphasis in the
management ro#e of spokesperson
.g %Meeting cust%/ $ankers/searching new opp%/ 7 stimu#atingchange
- Large orgn C nt% resourcea##ocation to $uss% Hnit focus%
$ational 8or)ers transerable&
"hese concepts work $est in.ng#ish-speaking countries andmay need to $e modied in otherg#o$a# enironments
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%eneralist daily actess formal structure!irect control-os-'o(.
)mall usiness managers
)pend much of their time
In entrepreneurial activities
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'h% 3t)% Management&
We a## $enets from e0cient#y andeKectie#y run $usiness%
We## managed organiation prospereen in cha##enging economic times%
After graduation most students $ecome
managersor are managed &career(
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'hat *actors "re 0eshapingan) 0e)efning Management&
"oday/ managers must dea# with8hanging workp#aces
DeIi% Workirtua# C DeIi structure
dierseworkforce C recruitment
po#icy teams indiidua#
empowerings autocratic
.thica# and trust issues
#o$a# economic uncertainties
8hanging techno#ogies C digita#
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Trader Joessuccess resultsrom outstandingcustomerservice.
Why Are 8ustomers
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Why Are 8ustomersmportant
Without customers/ most organiationswou#d cease to eIist%
.mp#oyee attitudes and $ehaiors p#ay a
$ig part in customer satisfaction% Managers must create a customer-
responsie enironment where emp#oyeesare friend#y/ know#edgea$#e/ and sensitieto customer needs%
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ow !o Organiations Make
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ow !o Organiations Makethe 8ustomer Ging
'tew Leonard/ 8.O of the #argest dairy $usiness
with stores in southern 8onnecticut and in Eew Nork/says it on#y has two ru#es in his $usiness%
0le 19the cstomer is al!a%s right.
0le 29i the cstomer is e(er !rong: rerea)0le 1.
Managers are $eing inDuenced $y the 'tewLeonards of the wor#d%
/ong+term sccess can be achie(e) onl% b%satis%ing the cstomer.
Cstomers ha(e more choices than e(er beore:an) are thereore more )i-clt to please.
Cstomers are )eman)ing ;ic4er ser(ice:higher ;alit%: an) more (ale or their mone%.
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'h% ,s ,nno(ation,mportant&
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Than you