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The document introduces management concepts and processes. It describes the difference between managers and operative employees, and the three levels of managers. It defines management as the process of getting things done efficiently and effectively through others. The four primary management processes are planning, organizing, leading, and controlling. Studying management is important because organizations benefit from good management, and understanding management prepares one to manage or be managed.
Day1
- 1. 1 PART I: Introduction
- 2. Learning Outcomes After this class, I will be able to:
- 3. Describe the difference between managers and operative employees.
- 4. Differentiate between efficiency and effectiveness .
- 5. Describe the four primary processes of management.
- 6. Classify the three levels of managers and identify the primary responsibility of each group.
- 7. Summarize the essential roles performed by managers.
- 8. Discuss whether the manager’s job is generic .
- 9. Describe the four general skills necessary for becoming a successful manager.
- 10. Describe the value of studying management.
- 11. Identify the relevance of popular humanities and social science courses to management practices.
- 12. So who Are Managers And Where Do They Work?
- 20. What do we mean when we describe something? Why is difference important in describing something- is this differentiating? What does it mean to identify and classify things? Identify and classify some differences between businesses or companies, give 5 examples.
- 21. Organization A systematic arrangement of people brought together to accomplish some specific purpose; applies to all organizations—for-profit as well as not-for-profit organizations. It applies to us in this class. Where managers work (manage).
- 22. Common characteristics Goals Structure People
- 23. Common Characteristics of Organizations Exhibit 1.1
- 25. People Differences Operatives People who work directly on a job or task and have no responsibility for overseeing the work of others.
- 26. People Differences Managers Individuals in an organization who direct the activities of others.
- 27. Organizational Levels Exhibit 1.2
- 28. Identifying Managers First-line managers Supervisors responsible for directing the day-to-day activities of operative employees
- 29. Identifying Managers Middle managers Individuals at levels of management between the first-line manager and top management
- 30. Identifying Managers Top managers Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members
- 31. How Do We Define Management ?
- 32. Management The process of getting things done, effectively and efficiently , through and with other people
- 33. How Do We Define Management? Efficiency Means doing the thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs
- 34. How Do We Define Management? Effectiveness Means doing the right things; goal attainment
- 35. Efficiency and Effectiveness Exhibit 1.3
- 36. Management Process Activities Exhibit 1.4 Management process: planning , organizing , leading , and controlling
- 37. Management Processes Planning Includes defining goals, establishing strategy, and developing plans to coordinate activities
- 38. Management Processes Organizing Includes determining what tasks to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made
- 39. Management Processes (cont’d) Leading Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts
- 40. Management Processes (cont’d) Controlling The process of monitoring performance, comparing it with goals, and correcting any significant deviations
- 41. Mintzberg’s Managerial Roles Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance handler Resource allocator Negotiator Exhibit 1.5
- 42. Is The Manager’s Job Universal? Level in the organization Do managers manage differently based on where they are in the organization? Profit versus not-for-profit Is managing in a commercial enterprise different than managing in a non-commercial organization? Size of organization Does the size of an organization affect how managers function in the organization?
- 43. Distribution of Time per Activity by Organizational Level Exhibit 1.6 Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, “The Job(s) of Management.” Industrial Relations 4, no. 2 (1965), p. 103.
- 44. Importance of Managerial Roles in Small and Large Businesses Exhibit 1.7 Source: Adapted from J. G. P. Paolillo, “The Manager’s Self Assessments of Managerial Roles: Small vs. Large Firms,” American Journals of Small Business , January–March 1984, pp. 61–62.
- 45. Is The Manager’s Job Universal? (cont’d) Management concepts and national borders Is management the same in all economic, cultural, social and political systems? Making decisions and dealing with change. Do managers all make decisions and deal with change in the same ways?
- 46. General Skills for Managers Conceptual skills A manager’s mental ability to coordinate all of the organization’s interests and activities
- 47. General Skills for Managers Interpersonal skills A manager’s ability to work with, understand, mentor, and motivate others, both individually and in groups
- 48. General Skills for Managers Technical skills A manager’s ability to use the tools, procedures, and techniques of a specialized field
- 49. General Skills for Managers Political skills A manager’s ability to build a power base and establish the right connections
- 50. Specific Skills for Managers Behaviors related to a manager’s effectiveness : Controlling the organization’s environment and its resources. Organizing and coordinating. Handling information. Providing for growth and development. Motivating employees and handling conflicts. Strategic problem solving.
- 51. Why Study Management? We all have a vested interest in improving the way organizations are managed. Better organizations are, in part, the result of good management. You will eventually either manage or be managed . Gaining an understanding of the management process provides the foundation for developing management skills and insight into the behavior of individuals and the organizations.
- 52. How Does Management Relate To Other Disciplines? Anthropology Economics Philosophy Political Science Psychology Sociology Management