Chapter 1.pptx
- 1. Chapter 1 Management: Science, Theory, and Practice
- 2. Learning Objectives LO 1 Explain the nature and purpose of management LO 2 Understand that the management applies to all kinds of organizations and to managers at all organizational levels LO 3 Recognize that the aim of all managers is to create a surplus LO 4 Identify the trends in technology and globalization that impact the practice of management LO 5 Explain the concepts of productivity, effectiveness, and efficiency LO 6 Describe the evolution of management and some foundational and recent contributions to management thought
- 3. • LO 7 Describe the various approaches to management, their contributions, as well as their limitations • LO 8 Realize that managing requires a systems approach and that practice must always take into account situations and contingencies • LO 9 Define the managerial functions of planning, organizing, staffing, leading, and controlling • LO 11 Identify a successful manager’s career path that you may wish to emulate • LO 12 Identify a relevant management software that you may be expected to use in your career
- 4. DEFINITION OF MANAGEMENT: ITS NATURE AND PURPOSE • The process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.
- 5. The Functions of Management Five managerial functions: • Planning • Organizing • Staffing • Leading • Controlling
- 6. Managerial Functions at Different Organizational Levels
- 7. Managerial Skills and the Organizational Hierarchy
- 8. The Goals of All Managers and Organizations • The aim of all managers should be to create a surplus by establishing an environment in which people can accomplish group goals with the least amount of time, money, materials, and personal dissatisfaction.
- 9. Characteristics of Excellent and Most Admired Companies (Thomas Peters and Robert Waterman) These firms 1. were oriented toward action 2. learned about the needs of their customers 3. promoted managerial autonomy and entrepreneurship 4. achieved productivity by paying close attention to the needs of their people 5. were driven by a company philosophy often based on the values of their leaders 6. focused on the business they knew best 7. had a simple organization structure with a lean staff 8. were centralized as well as decentralized, depending on appropriateness
- 10. Adapting to Changes inThe 21st Century TECHNOLOGY GLOBALIZATION INNOVATION AND ENTREPRENEURSHIP
- 11. Productivity, Effectiveness, and Efficiency •Productivity •The output–input ratio within a time period with due •consideration for Quality. •Effectiveness •The achievement of objectives. •Efficiency •The achievement of the ends with the least amount of resources.
- 12. Managing: Science Or Art? Managing as practice is an art; the organized knowledge underlying the practice is a science.
- 13. THE EVOLUTION OF MANAGEMENT THOUGHT • Frederick Taylor’s scientific management • Henri Fayol’s modern operational management theory • Elton Mayo and F. J. Roethlisberger’s Hawthorne studies
- 14. Henri Fayol, the Father of Modern Management Theory • Authority and responsibility. Fayol suggests that authority and responsibility are related, with the latter arising from the former. He sees authority as a combination of official factors, deriving from the manager’s position, and personal factors, “compounded of intelligence, experience, moral worth, past service, etc.” • Unity of command. Employees should receive orders from one superior only. • Scalar chain. Fayol thinks of this as a “chain of superiors” from the highest to the lowest ranks, which, while not to be departed from needlessly, should be short-circuited when following it scrupulously would be detrimental. • Esprit de corps. This is the principle that “in union there is strength,” as well as an extension of the principle of unity of command, emphasizing the need for teamwork and the importance of communication in obtaining it.
- 15. Elton Mayo And F. J. Roethlisberger AndThe Hawthorne Studies • According to the studies, the improvement in productivity was due to such social factors as morale, satisfactory interrelationships between members of a work group (a sense of belonging), and effective management— a kind of managing that takes into account human behavior, especially group behavior, and serves it through such interpersonal skills as motivating, counseling, leading, and communicating. This phenomenon, arising basically from people being “noticed,” has been named the Hawthorne effect.
- 16. Recent Contributors to ManagementThought • Peter F. Drucker • Keith Davis • W. Edwards Deming and Joseph M. Jura • Laurence Peter • William Ouchi • Thomas Peters and Robert Waterman
- 17. Approaches to management • The empirical, or case, approach, • The managerial roles approach, • The contingency, or situational, approach, • The mathematical, or "management science," approach, • The decision theory approach, • The reengineering approach, • The systems approach,
- 18. • The sociotechnical systems approach, • The cooperative social systems approach, • The group behavior approach, • The interpersonal behavior approach, • McKinsey's 7-S framework, • The total quality management approach, • The management process, or operational Approach.
- 19. The Managerial Roles Approach (Mintzberg) • Interpersonal roles • Informational roles • Decision roles
- 20. The Management Process, or Operational Approach • The management process, or operational, approach draws together the pertinent knowledge of management by relating it to the managerial job. • It tries to integrate the concepts, principles, and techniques that underlie the task of managing
- 21. The management process, or operational, approach
- 22. Input–output model It is the task of managers to transform the inputs, in an effective and efficient manner, into outputs
- 23. The Functions Of Managers • Planning • Organizing • Staffing • Leading • Controlling
- 24. Planning • Planning involves selecting missions and objectives as well as the actions to achieve them; it requires decision making, that is, choosing future courses of action from among alternatives.
- 25. Organizing • Organizing is part of managing which involves establishing an intentional structure of roles for people to fill in an organization.
- 26. Staffing Staffing involves filling, and keeping filled, the positions in the organization structure.
- 27. Leading • Leading is influencing people so that they will contribute to organizational and group goals.
- 28. Controlling • Controlling is measuring and correcting individual and organizational performance to ensure that events conform to plans.
- 29. Three Management Perspectives: Global, Innovative And Entrepreneurial The Global Perspective The Innovative Perspective The Entrepreneurial Perspective