Principle Management: Managing and the Managers Job.ppt
- 1. Managing and the Manager’s Job
- 2. 1–2 What is an organization? What is an organization? • A group of people working together in a structured and coordinated fashion to achieve a set of goals.
- 3. 1–3 Organizational Resources Organizational Resources • Human resources – Managerial talent and labor • Financial resources – Capital investments to support ongoing and long-term operations • Physical Assets – Raw materials; office and production facilities, and equipment • Information – Usable data, information linkages
- 4. 1–4 Organization Human Resources Financial Resources Physical Resources Information Resources Shell Oil Drilling platform workers Corporate Executives Profits Stockholder investments Refineries Office Buildings Sales forecast OPEC proclamations Iowa State University Faculty Secretarial Staff Alumni contributions Government grants 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 Susan’s Corner Grocery Store Grocery clerks Bookkeeper Profits Owner investment Building Display shelving Price lists from suppliers Newspaper ads for competitors Examples of Resources Used by Organizations Examples of Resources Used by Organizations Table 1.1
- 5. 1–5 What is Management? What is Management? • A set of activities – planning and decision making, organizing, leading- motivating-staffing, 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 Management in Organizations Management in Organizations Inputs from the environment • Human resources • Financial resources • Physical resources • Information resources Planning and decision making Leading Organizing Controlling Goals attained • Efficiently • Effectively Figure 1.1
- 7. 1–7 Basic Purpose of Management Basic Purpose of Management EFFICIENTLY Using resources wisely and in a cost-effective way EFFECTIVELY EFFECTIVELY Making the right decisions and Making the right decisions and successfully implementing them successfully implementing them And And
- 8. 1–8 What is a Manager? 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.
- 9. 1–9 The Management Process The Management Process • Planning and Decision Making – Setting an organization’s goals and selecting a course of action from a set of alternatives to achieve them. • Organizing – Determining how activities and resources are to be grouped. • Leading – The set of processes used to get members of the organization to work together to advance the interests of the organization. • Controlling – Monitoring the organization’s progress towards its goals.
- 10. • Motivation – The set of forces that cause people to behave in certain ways. – The goal of managers is to maximize desired behaviors and minimize undesirable behaviors. • Staffing 1–10
- 11. 1–11 The Management Process (cont’d) The Management Process (cont’d) Organizing Determining how best to group activities and resources Controlling Monitoring and correcting ongoing activities to facilitate goal attainment Planning and Decision Making Setting the organiza- tion’s goals and deciding how best to achieve them Leading Motivating members of the organization to work in the best interests of the organization Figure 1.2
- 12. 1–12 Kinds of Managers by Level Kinds of Managers by Level • Top Managers – The relatively small group of executives who manage the overall organization. They create the organization’s goals, overall strategy, and operating policies. • Middle Managers – Largest group of managers in organizations who 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 – Managers who supervise and coordinate the activities of operating employees.
- 13. 1–13 Kinds of Managers by Area 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 – Concerned with creating and managing the systems that create organization’s products and services—production control, inventory, quality control, plant layout, site selection.
- 14. 1–14 Kinds of Managers by Area (cont’d) Kinds of Managers by Area (cont’d) • Human Resource Managers – Involved in human resource planning, recruiting and selecting employees, training and development, designing compensation and benefit systems, formulating performance appraisal systems, and discharging low-performing employees. • Administrative Managers – Generalists who are familiar with all functional areas of management and who are not associated with any particular management specialty. • Other Kinds of Managers – Organizations have developed specialized managerial positions (e.g., public relations managers) directly related to the needs of the organization.
- 15. 1–15 Kinds of Managers by Level and Kinds of Managers by Level and Area Area M a r k e t i n g A d m i n i s t r a t i o n O t h e r H u m a n r e s o u r c e s O p e r a t i o n s F i n a n c e Middle managers Areas of Management Levels of Management First-line managers Top managers Figure 1.3
- 16. 1–16 Managerial Roles (Mintzberg) Managerial Roles (Mintzberg) • Interpersonal Roles – Figurehead, leader, and liaison roles involve dealing with other people. • Informational Roles – Monitor, disseminator, and spokesperson roles involve the processing of information. • Decisional Roles – Entrepreneur, disturbance handler, resource allocator, and negotiator are managerial roles primarily related to making decisions.
- 17. 1–17 Ten Basic Managerial Roles Ten Basic Managerial Roles Category Role Sample Activities Interpersonal Figurehead Attending ribbon-cutting ceremony for new plant Leader Encouraging employees to improve productivity Liaison Coordinating activities of two projects 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 Table 1.2
- 18. 1–18 Managerial Skills Managerial Skills • Technical – Skills necessary to accomplish or understand the specific kind of work being done in an organization. • Interpersonal – The ability to communicate with, understand, and motivate both individuals and groups. • Conceptual – The manager’s ability to think in the abstract. • Diagnostic – The manager’s ability to visualize the most appropriate response to a situation.
- 19. 1–19 Managerial Skills (cont’d) Managerial Skills (cont’d) • Communication – The manager’s abilities both to convey ideas and information effectively to others and to receive ideas and information effectively from others. • Decision-Making – The manager’s ability to recognize and define problems and opportunities correctly and then to select an appropriate course of action to solve the problems and capitalize on opportunities. • Time-Management – The manager’s ability to prioritize work, to work efficiently, and to delegate appropriately.
- 20. 1–20 Management: Science or Art? Management: Science or Art? • 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 – Decisions are made and problems solved using a blend of intuition, experience, instinct, and personal insights. – Requires the use of conceptual, communication, interpersonal, and time-management skills to successfully accomplish the tasks associated with managerial activities.