Lecture 01 Introduction to Management.ppt
- 2. 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.
- 3. Universal Need for Management
- 4. 1–4 What is Management? • A set of activities – planning and decision making, organizing, leading, and controlling directed at an organization’s resources – human, financial, physical, and information with the aim of achieving organizational goals in an efficient and effective manner.
- 6. 1–6 Figure : Management in Organizations
- 7. 1–7 The Basic Purpose of Management EFFICIENTLY Using resources wisely and in a cost-effective way EFFECTIVELY Making the right decisions and successfully implementing them And
- 8. Effectiveness and Efficiency in Management
- 9. 1–9 What is a Manager? • Someone whose primary responsibility is to carry out the management process. • Someone who plans and makes decisions, organizes, leads, and controls human, financial, physical, and information resources.
- 10. 1–10 The Manager’s Job • 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. • Control – Develop a method to know how well employees are performing to determine what has been and what still must be done.
- 11. 1–11 The Management Process • Planning and Decision Making: Determining Courses of Action • Organizing: Coordinating Activities and Resources • Leading: Motivating and Managing People • Controlling: Monitoring and Evaluating Activities
- 12. 1–12 Figure : The Management Process
- 13. 1–13 Kinds of Managers by Level • Top Managers – are the small group of executives who manage the overall organization. They create the organization’s goals, overall strategy, and operating policies. • Middle Managers – are primarily responsible for implementing the policies and plans of top managers. They also supervise and coordinate the activities of lower level managers. • First-Line Managers – supervise and coordinate the activities of operating employees.
- 15. 1–15 Kinds of Managers by Area • Marketing Managers – work in areas related to getting consumers and clients to buy the organization’s products or services—new product development, promotion, and distribution. • Financial Managers – deal primarily with an organization’s financial resources—accounting, cash management, and investments. • Operations Managers – are involved with systems that create products and services—production control, inventory, quality control, plant layout, site selection.
- 16. 1–16 Kinds of Managers by Area (cont’d) • Human Resource 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 relations managers) directly related to the needs of the organization.
- 17. 1–17 Figure : Kinds of Managers by Level and Area
- 18. 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.
- 20. Rewards and Challenges of Being A Manager
- 21. 1–21 Management: Science or Art? • The Science of Management – Assumes that problems can be approached using rational, logical, objective, and systematic ways. – Requires the use of technical, diagnostic, and decision-making skills and techniques to solve problems. • Art of Management – Making decisions and solving problems using a blend of intuition, experience, instinct, and personal insights. – Using conceptual, communication, interpersonal, and time-management skills to accomplish the tasks associated with managerial activities.
- 22. 1–22 Key Terms • organization • management • effective • efficient • manager • decision making • organizing • leading • controlling • levels of management • areas of management • interpersonal roles • informational roles • decisional roles • technical skills • interpersonal skills • conceptual skills • diagnostic skills • communication skills • decision-making skills • time-management skills
- 23. Thanks For your attention