Introduction (1)
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Management involves coordinating work activities to achieve organizational goals efficiently and effectively. It is the process of working with and through people and other resources. An organization consists of two or more people working together towards common goals in a structured manner. Managers at all levels aim for efficiency and effectiveness. They perform functions like planning, organizing, leading, and controlling. Studying management is valuable because good management is needed universally, it is integral to work, and management careers offer rewards and challenges.
Introduction (1)
- 1. What Is Management? • The process of reaching organizational goals by working with and through people and other organizational resources. The Role of Management To guide the organizations towards goal accomplishment
- 2. What Is An Organization? Two or more people who work together in a structured way to achieve a specific goal or set of goals. • Common Characteristics of Organizations Have a distinct purpose (goal) Composed of people Have a deliberate structure
- 3. What Is Management? • “The process of dealing with or controlling things or people” • "Management is the art of getting things done through and with people in formally organized groups.” • “Coordinating work activities so that they are completed efficiently and effectively with and through other people”
- 4. What Is Management? • Managerial Concerns Efficiency “Doing things right” – Getting the most output for the least inputs Effectiveness “Doing the right things” – Attaining organizational goals
- 5. Why Study Management? • The Value of Studying Management The universality of management Good management is needed in all organizations. The reality of work Employees either manage or are managed. Rewards and challenges of being a manager Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewards for their efforts.
- 6. Universal Need for Management
- 7. Effectiveness and Efficiency in Management
- 8. Who Are Managers? • Manager Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.
- 9. Classifying Managers • First-line Managers Are at the lowest level of management and manage the work of non-managerial employees. • Middle Managers Manage the work of first-line managers. • Top Managers Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
- 11. What Do Managers Do? • Functional Approach Planning Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizing Arranging work to accomplish organizational goals. Leading Working with and through people to accomplish goals. Controlling Monitoring, comparing, and correcting the work.
- 13. What Do Managers Do? (cont’d) • Management Roles Approach Interpersonal roles Figurehead, leader, liaison Informational roles Monitor, disseminator, spokesperson Decisional roles Disturbance handler, resource allocator, negotiator
- 14. What Do Managers Do? (cont’d) • Skills Approach Technical skills Knowledge and proficiency in a specific field Human skills The ability to work well with other people Conceptual skills The ability to think and conceptualize about abstract and complex situations concerning the organization
- 15. Skills Needed at Different Management Levels Exhibit 1.5
- 16. Conceptual Skills • Using information to solve business problems • Identifying of opportunities for innovation • Recognizing problem areas and implementing solutions • Selecting critical information from masses of data • Understanding of business uses of technology • Understanding of organization’s business model Exhibit 1.6a
- 17. Communication Skills • Ability to transform ideas into words and actions • Credibility among colleagues, peers, and subordinates • Listening and asking questions • Presentation skills; spoken format • Presentation skills; written and/or graphic formats Exhibit 1.6b
- 18. Effectiveness Skills • Contributing to corporate mission/departmental objectives • Customer focus • Multitasking: working at multiple tasks in parallel • Negotiating skills • Project management • Reviewing operations and implementing improvements Exhibit 1.6c
- 19. Effectiveness Skills (cont’d) • Setting and maintaining performance standards internally and externally • Setting priorities for attention and activity • Time management Exhibit 1.6c
- 20. Interpersonal Skills • Coaching and mentoring skills • Diversity skills: working with diverse people and cultures • Networking within the organization • Networking outside the organization • Working in teams; cooperation and commitment Exhibit 1.6d
- 21. How The Manager’s Job Is Changing • The Increasing Importance of Customers Customers: the reason that organizations exist Managing customer relationships is the responsibility of all managers and employees. Consistent high quality customer service is essential for survival. • Innovation Doing things differently, exploring new territory, and taking risks Managers should encourage employees to be aware of and act on opportunities for innovation.