Chapter 1 Management PDF

1 Ready Notes Managing and the Manager’s Job For in-class note taking, choose Handouts or...

1 Ready Notes Managing and the Manager’s Job For in-class note taking, choose Handouts or Notes Pages from the print options, with three slides per page. Slide content created by Joseph B. Mosca, Monmouth University. Copyright © Houghton Mifflin Company. All rights reserved.  What Is an Organization? A group of people working together in a structured and coordinated fashion to achieve a set of goals. In order to understand management observe the following slide Table 1.1, which is a resource-based perspective, it will provide a view of the four basic kinds of resources required in an organization: Copyright © Houghton Mifflin Company. All rights reserved. 1-2 How Do Managers Combine and Coordinate the Various Kinds of Resources? The following slide Figure 1.1 illustrates how managers combine and coordinate the various kinds of resources: Copyright © Houghton Mifflin Company. All rights reserved. 1-3 Figure 1.1: Management in Organizations Copyright © Houghton Mifflin Company. All rights reserved. 1-4  MANAGEMENT Is the art and science of planning, organizing, staffing, controlling, and directing an organization's resources in order to achieve the objectives of that policy. Copyright © Houghton Mifflin Company. All rights reserved. 1-5  MANAGEMENT Getting work done through others Efficiency – getting work done with a minimum of effort, waste and expense Effectiveness- accomplishing task that help fulfill organizational objectives Copyright © Houghton Mifflin Company. All rights reserved. 1-6  What Is Management? A set of activities (including planning and decision making, organizing, leading, and controlling) directed at an organization’s resources (human, financial, physical, and informational) with the aim of achieving organizational goals in an efficient and effective manner. Copyright © Houghton Mifflin Company. All rights reserved. 1-7  Who Is the Manager? 1. College Dean? 2. Police officer? 3. Surgeon? 4. Web-designer? 5. Football coach? 6. Chef? 7. Managing your checking account? Copyright © Houghton Mifflin Company. All rights reserved. 1-8  The Manager’s Job Is To: PLAN: – A manager cannot operate effectively unless he or she has long range plans. A plan for each day’s work: – What is to be done, and why do it? – When is it to be done, and how will it be done? – Who is to do the job? – Where should it be done? Copyright © Houghton Mifflin Company. All rights reserved. 1-9  The Manager Must Organize When there is more than one employee needed to carry out a plan. Then organization is needed. A team must be formed. Each job must be carefully defined in terms of what is to be done. Establish delegation of responsibility. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 10  The Three Informational Roles Monitor Disseminator Spokesperson Copyright © Houghton Mifflin Company. All rights reserved. 1 - 11  The Manager Must Control Control means? A method of checking up to find what has been done and what must be done. A manager must know how well employees are performing. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 12  The Management Process Planning and Decision Making – Setting the organization’s goals and deciding how best to achieve them. Organizing – Determining how best to group activities and resources. Leading – Motivating members of the organization Controlling – Monitoring and correcting activities Copyright © Houghton Mifflin Company. All rights reserved. 1 - 13  The Management Process The manager’s primary responsibility is to carry out the management process. Figure 1.2 will illustrate the basic definitions and interrelationships of the basic managerial functions: Copyright © Houghton Mifflin Company. All rights reserved. 1 - 14  Figure 1.2: The Managerial Process Copyright © Houghton Mifflin Company. All rights reserved. 1 - 15  Kinds of Managers Managing at Different Levels of the organization: Top Managers Small group of executives who manage the overall organization, the strategic level. Middle Managers A large group that implement the strategies developed at the top. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 16  Kinds of Managers First-Line Managers – Supervise and coordinate the activities of operating employees. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 17  Figure 1.3: Kinds of Managers by Level and Area Copyright © Houghton Mifflin Company. All rights reserved. 1 - 18  Managing in Different Areas of the Organization Marketing Managers Financial Managers Operations Managers Human Resource Managers Administrative Managers Specialized Management Copyright © Houghton Mifflin Company. All rights reserved. 1 - 19  Basic Managerial Roles and Skills Regardless of level or area within an organization, all managers must play certain roles and exhibit certain skills in order to be successful, such as: – Do certain things. – Meet certain needs. – Have certain responsibilities. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 20 Copyright © Houghton Mifflin Company. All rights reserved. 1 - 21  The Three Interpersonal Roles People intensive Figurehead Leader Liaison, Coordinator Dealing with people Copyright © Houghton Mifflin Company. All rights reserved. 1 - 22  Informational Roles Monitor – scan environment Disseminator – share info inside company Spokesperson – share info outside Obtaining and sharing info Copyright © Houghton Mifflin Company. All rights reserved. 1 - 23  The Four DECISIONAL ROLES Entrepreneur Disturbance Handler Resource Allocator Negotiator Copyright © Houghton Mifflin Company. All rights reserved. 1 - 24  Managerial Skills In addition to fulfilling roles, managers also need a number of specific skills. The most fundamental management skills are: – Technical – Interpersonal – Conceptual – Diagnostic – Communication – Decision-making – Time-management Copyright © Houghton Mifflin Company. All rights reserved. 1 - 25  Technical Skills Necessary to accomplish or understand the specific kind of work being done. These skills are especially important for first line managers. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 26  Interpersonal Skills The ability to communicate with, understand, and motivate both individuals and groups. Be able to get along with: – Subordinates – Peers – Those at higher levels Copyright © Houghton Mifflin Company. All rights reserved. 1 - 27  Conceptual Skills A manager’s ability to think in the abstract. The mental capacity to: – Understand organizational goals and its environment. – How the organization is structured. – Viewing the organization as system. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 28  Diagnostic Skills Skills that enable a manager to visualize the most appropriate response to a situation. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 29  Communication Skills A manager’s abilities both to effectively convey ideas and information to others and to effectively receive ideas and information from others. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 30  Decision-Making Skills A manager’s ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 31  Time-Management Skills The manager’s ability to prioritize work, to work efficiently, and to delegate appropriately. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 32  Becoming a Manager How does one acquire the skills necessary to blend the science and art of management to become successful manager? Observe the next slide Figure 1.4, it will become clear how this generally happens: Copyright © Houghton Mifflin Company. All rights reserved. 1 - 33  Figure 1.4: Sources of Management Skills Copyright © Houghton Mifflin Company. All rights reserved. 1 - 34  The Nature of Management The manager’s job is fraught with: – Uncertainty – Change – Interruption – Fragmented activities Copyright © Houghton Mifflin Company. All rights reserved. 1 - 35 A Manager Must be a Leader of Employees It means overseeing the team by influencing the employees to get the job done. Motivating employees. Creating an environment that makes employees work efficiently. Managers get employees to put forth their best effort. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 36