Fundamentals Of Management (Mgt 162) CHAP 1.pptx PDF

CHAPTER 1: Introductio n To Manageme FUNDAMENTALS OF MANAGEMENT (MGT 162) nt  Concept of management Management functions Learni Managerial ng Objecti performances Levels ve and Skills of Managers.  ◦Managemen...

CHAPTER 1: Introductio n To Manageme FUNDAMENTALS OF MANAGEMENT (MGT 162) nt  Concept of management Management functions Learni Managerial ng Objecti performances Levels ve and Skills of Managers.  ◦Management is the process of administering and coordinating resources effectively, efficiently, and to achieve the organization goals. Definition  A group of individual - They are made up of people which two or more people who work together. Management structure – Identify the roles and responsibility of the job to ensure every worker knows their job description and responsibility. They also know whom they have to report to and Organization refer. Organizational goals - They have goals to achieve. They are interacting with each other to achieve a common goal or a set of goals. Examples of an organization: Hospitals, UiTM, School. ation? z iv e 2 gani g r y ou s o f o n Ca mple a ex  Performance efficiency Performance Measurin The ability to do the things effectiveness right. An efficient The ability to choose the manager is a manager who right goals g can achieve outputs/ results as expected. e.g. If the demand in the market for cars is form Manageri Managers who are able to small, compact & utilize & minimize the cost economical cars, but the of resources such as staff, al manager finance, equipment & raw chooses to produce & material. manufacture big, luxury Performa & expensive cars, the manager is considered to be ineffective nces  Planning Includes defining goals, establishing strategy & developing plans to coordinate activities. Four Organizing Determine what tasks are to be done, who is to do them, how the task are to be grouped, who reports to whom & where decisions are to be made. Functions of Leading Includes motivating subordinates, directing others, selecting the most effective communication channels, & resolving conflicts. Managemen Controlling Monitoring activities to ensure that they are being accomplished as planned & correcting t any significant deviations. Managerial Level Example?  Technical skills Ability to use the procedures, techniques, & knowledge of a specialized field. Human skills Is a skill that gives a manager the ability to work effectively with Skill other people. It includes the ability to motivate, understand, lead & communicate, which a Of manager needs throughout his work. Manag Conceptual skills ers They are mental capabilities that help managers see the whole enterprise as well as the relationships that exist among the various parts in the organization. Example?  Interpersonal Roles Help manager in managing the organization smoothly. Mintzbe Informational Roles rg’s Assists manager in receiving & communicating the Manage information to make the right decision. rial Roles Decisional Roles Assists managers in making decisions that solve problem or analyze & take advantage of opportunities.  Interpersonal Roles Figurehead Leader Liason A person who performs and interacts Represent the A person who is with other people organizations in responsible for hiring, outside the managerial capacity training and motivating organization such as as head of unit subordinates in the suppliers, customers, organization competitors  Informational Roles Monitor Seeks and receives information from internal and external environment. Disseminator  After filtering the information, managers will transmit information received to the employees Spokesperson Managers as spokesperson will transmit information to outsiders  Decisional Roles Resource Disturbance Entrepreneur Negotiator Allocator Handler Think and  Responsible  Responsible  After act filtering the for corrective for as entrepreneur information, actions representing managers when the will transmit organization organization at information faces major received to the important, negotiations employees unexpected disturbances YOUR EXERCISE…