managment lession1.ppt
TRANSCRIPT
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An Introduction to Management
Managing and the ManagersJob
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Someone whose primary responsibility is to carry out
the management process. Plans and makes decisions, organizes, leads, and
controls human, financial, physical, and informationresources.
What is a Manager? 12
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Plan:
A manager cannot operate effectively unless he or she has long range plans.
Organize
When there is more than one employee needed to carry out a plan, then
organization is needed. Lead
Find methods how to motivate the employees
Control
Develop a method to determine what has been and what still must be done.
The Managers Job 13
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A basic management function involving formulation of one or moredetailed plans to achieve optimum balance of need or demands andavailable resources. The planning process identifies the goals orobjectives to be achieved, formulates strategies to achieve them.
Planning
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Arranging several elements into a purposeful order or structure to carryout the plan. It determines how activities and resources have to begrouped.
Organizing
A set of processes used to get member of the organization to work togetherto further the interests of the organization.
Leading
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Monitoring the organizational progress towards its goals. Ensuring thatthe company performs in such a way as to arrive at its goal at theappointed time
Controlling
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What is the difference between:
I will finish my bachelor with an A
I will do my best to survive the class
I will finish my project till 15:00
I will work on my project
Result orientation as a prerequisite for
managers
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What is the result I want to create here at university?
What is needed to get there?
Questions are the keys to success
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Read about the things you want to know
Write down what you want to know and what you have learned
Repeat, Repeat and repeat
Have discipline learn every day
Learn short, but often Learning in a group can facilitate knowledge
Make memory cards
How to learn best?
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A group of people workingtogether in a structured
and coordinated fashionto achieve a set of goals.
What Is an Organization?1
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What needs to be managed?
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A resourceis a source from which benefit is produced
Resources have three main characteristics:
Utility
Limited availability
A potential for depletion of consumption
What is a resource?
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Types of Organizational Resources1
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Physical
Resources
Human
Resources
Information
Resources
Financial
Resources
Organizational
Resources
Classical economy recognizes three categories of resources: land, labor, and capital
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Human resources
Managerial talent and labor
Financial resources
Capital investments to support ongoing and long-termoperations
Physical resources
Raw materials; office and production facilities, andequipment
Information resources
Usable data, information linkages
Organizational Resources1
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Organization
Human
Resources
Financial
Resources
Physical
Resources
Information
Resources
Royal Dutch/Shell Group
Drillingplatform
workers
Corporate
executives
ProfitsStockholder
investments
RefineriesOffice buildings
Sales forecastsOPEC
proclamations
Michigan State
University
Faculty
Administrative
staff
Alumni
contributions
Governmentgrants
Computers
Campus facilities
Research reports
Government
publications
New York City Police officers
Municipal
employees
Tax revenue
Government
grants
Sanitation
equipment
Municipal
buildings
Economic
forecasts
Crime statistics
Susans Corner
Grocery Store
Grocery clerks
Bookkeeper
Profits
Owner
investment
Building
Display shelving
Price lists from
suppliers
Newspaper ads
for competitors
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Efficiancy is the comparions of what is actually produced or performedwith what can be achieved with the same consumption of resources(money, time labor) Doing the things right.
Effektiveness is the degree to which obejctives are achieved and the extentto which targeted problems are solved. Doing the right things
Efficient means using resources wisely and without unnecessary waste.
Effective means doing the right things successfully.
Efficiancy vs Effectiveness
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The Basic Purpose of Management1
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EFFICIENTLYUsing resources wisely and
in a cost-effective way
EFFECTIVELYMaking the r igh t decis ions andsuccessfu l ly implement ing them
And
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A set of activities
planning and decision making,organizing, leading, and controlling
directed at an organizations resources
human, financial, physical, andinformation
with the aim of achieving organizational goals in an efficientand
effectivemanner.
What is Management?1
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1
20The Management Process
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Planning and Decision Making:Determining goals and courses of action
Organizing:Coordinating activities and resources
Leading:Motivating and managing people
Controlling:Monitoring and evaluating activities
The Management Process1
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The Manager types
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Kinds of Managers byLevel and Area
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Top Managers
are the small group of executives who manage the overall organization. Theycreate the organizations goals, overall strategy, and operating policies.
Middle Managers
are primarily responsible for implementing the policies and plans of topmanagers. They also supervise and coordinate the activities of lower levelmanagers.
First-Line Managers
supervise and coordinate the activities of operating employees.
Kinds of Managers by Level1
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Kinds of Managers by Area1
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Human Resources
Managers
Administrative
Managers
Specialist
Managers
Kinds ofManagers
by Area
Marketing
Managers
Financial
Managers
Operations
Managers
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Marketing Managers
work in areas related to getting consumers and clients to buythe organizations products or servicesnew productdevelopment, promotion, and distribution.
Financial Managers
deal primarily with an organizations financial resourcesaccounting, cash management, and investments.
Operations Managers
are involved with systems that create products and servicesproduction control, inventory, quality control, plant layout,
site selection.
Kinds of Managers by Area1
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Human Resources Managers
are involved in human resource activities.
Administrative Managers
are generalists familiar with all functional areas of management
and are not associated with any particular management specialty. Other Kinds of Managers
hold specialized managerial positions (e.g., public relationsmanagers) directly related to the needs of the organization.
Kinds of Managers by Area (contd)1
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Regardless of level or area, all managers must play certain roles andexhibit specific skills in order to be successful.
Managers:
Do certain things.
Meet certain needs.
Have certain responsibilities.
Basic Managerial Roles and Skills1
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What Skills Do Managers Need?1
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Technical
Conceptual
Communication
Time
Management
Decision
Making
Diagnostic
Interpersonal
FundamentalManagement
Skills
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Technical
To accomplish or understand the specific kind of work being done in anorganization.
Interpersonal
To communicate with, understand, and motivate both individuals and groups.
Conceptual
To think in the abstract.
Diagnostic
To visualize the appropriate response to a situation.
Managerial Skills1
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Communication
To convey ideas and information effectively to others and to receive the sameeffectively from others.
Decision-Making
To recognize and define problems and opportunities and then to select an
appropriate course of action to solve problems and capitalize onopportunities.
Time-Management
To prioritize work, to work efficiently, and to delegate appropriately.
Managerial Skills (contd)1
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HOW TO ACQUIRE THE SKILLS?
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A ROLE is
an expected behaviorassociated with a particular position
or status in a group or organisation
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Managerial roles !!!1
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Interpersonal
Roles
Informational
Roles
ManagerialRoles
Decisional
Roles
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Interpersonal Roles
Figurehead, leader, and liaison roles involve dealing with other people.
Informational Roles
Monitor, disseminator, and spokesperson roles involve the processing ofinformation.
Decisional Roles
Entrepreneur, disturbance handler, resource allocator, and negotiator aremanagerial roles primarily related to making decisions.
Managerial Roles (Mintzberg)1
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Category Role Sample Activities
Interpersonal Figurehead Attending ribbon-cutting ceremony for new plant
Leader Encouraging employees to improve productivity
Liaison Coordinating activities of two project groups
Informational Monitor Scanning industry reports to stay abreast of
developments
Disseminator Sending memos outlining new organizational
initiatives
Spokesperson Making a speech to discuss growth plans
Decisional Entrepreneur Developing new ideas for innovation
Disturbance
handler
Resolving conflict between two subordinates
Resource
allocator
Reviewing and revising budget requests
Negotiator Reaching agreement with a key supplier or labor
union
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