Chapter 1- The Management Process Today PowerPoint.pptx

INTRODUCTION TO MANAGEMENT (MGR 220) CHAPTE The R 1 Management Process Today Lecturer: Ms. Rachelle Oliver LEARNING OBJECTIVES  Describe what management is?  Distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks).  Differentiate among three leve...

INTRODUCTION TO MANAGEMENT (MGR 220) CHAPTE The R 1 Management Process Today Lecturer: Ms. Rachelle Oliver LEARNING OBJECTIVES  Describe what management is?  Distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks).  Differentiate among three levels of management.  Distinguish among three kinds of managerial skill.  Contrast the differences between managers, entrepreneurs, and intrapreneurs.  Discuss the principal challenges managers face in today’s increasingly competitive global environment. What Is Management? The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently. Organizations Collections of people who work together and coordinate their actions to achieve a wide variety of goals Managers The people responsible for supervising the use of an organization’s resources to meet its goals Resources: People, skills, know-how, experience, machinery, raw materials, computers and IT, financial capital, patents, loyal customers and employees Achieving High Performance: A Manager’s Goal Organizational Performance A measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals Efficiency A measure of how productively resources are used to achieve a goal Effectiveness A measure of appropriateness of the goals am organization is pursing and how they achieves those goals 1. Why Study Management? Individuals learn to understand the dynamic and complex nature of work and make decisions that are ethical and effective for an organization. 2. Understanding management helps the manager’s employer to succeed. 3. The economic benefits of becoming a good manager are impressive. 4. Learning management principles can help you make good decisions in non-work situations. FOUR TASKS OF MANAGEMENT Planning FOUR TASKS OF MANAGEMENT Process of identifying and selecting appropriate goals and courses of action Steps in the Planning Process 1. Decide which goals to pursue. 2. Decide what strategies to adopt to attain those goals. 3. Decide how to allocate organizational resources to pursue strategies that attain those goals. Strategy A cluster of decisions concerning what organizational goals to pursue, what actions to take, and how to use resources to achieve that goal.” FOUR TASKS OF MANAGEMENT Organizin g Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals Organizational Structure A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals FOUR TASKS OF MANAGEMENT Leading Controllin g Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance Performing Managerial Tasks: Mintzbergr’s Typology Table 1.1 Levels of Managers Department A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs Levels of Management First-Line Managers Responsible for the daily supervision of nonmanagerial employees Middle Managers  Supervise first-line managers  Responsible for finding the best way to use resources to achieve organizational goals Top Managers Establish organizational goals, decide Chief Executive Officer CEO how departments should interact, Company most senior manager, and monitor the performance of all other managers report to. middle managers Managerial Skills Conceptual Skills The ability to analyze and diagnose a situation and distinguish between cause and effect Human Skills The ability to understand, alter, lead, and control the behavior of other individuals and groups Technical Skills The job-specific knowledge and techniques required to perform an organizational role Core Competency Specific set of departmental skills, abilities, and experiences that allows one organization to outperform its competitors Types and Levels of Managers Managers Versus Entrepreneurs Entrepreneurs are individuals who notice opportunities and decide how to mobilize the resources necessary to start a new business venture. Characteristics of Entrepreneurs • • • • Openness to experience Internal Locus of control Self esteem Need for achievements Entrepreneurship and Management Entrepreneurship - the mobilization of resource to take advantage of an opportunity to provide customers with new or improved goods and services. Intrapreneurs – An employee who works inside and organization who notices opportunities to develop new or improved products and services and mobilizes the organization’s resources to try to create them. Challenges for Management in a Global Environment Building Competitive Advantage Competitive Advantage Ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do Building Blocks of Competitiv e Advantage Building Competitive Advantage Innovation Process of creating new or improved goods and services or developing better ways to produce or provide them. Turnaround Management The creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company’s resources and allow it to survive and prosper. Maintaining Ethical and Socially Responsible Standards The pressure for a manager to increase organizational performance exists at all levels. Social responsibility centers on deciding what if any obligations a company has towards the people and groups affected by its activities. Managing a Diverse Workforce The challenge for a manager is to recognize the ethical need and legal requirement to treat human resources in a fair and equitable manner. Human resources (HRM) procedures and practices that are legal and fair must be put into place. Utilizing IT and ECommerce Utilizing new information technology (IT) in an efficient and effective manner is an important challenge to managers. IT has enabled individual employees and self- managed teams by providing them with more information and allowing for virtual interactions. History of Management Thought (Appendix A) Fredrick W. Taylor (1856-1915) Scientific Management Founder of scientific management, and one of the first people to study the behavior and performance of the people in the work place. Scientific Management The systematic study of relationships between people and tasks to increase efficiency Weber’s Bureaucratic Theory Max Weber developed the principles of bureaucracy during Germany’s burgeoning industrial revolution to help organizations increase their efficiency and effectiveness in which they are managed. History of Management Thought (Appendix A) Mary Parker Follet (18681933) An early management thinker who advocated. “Authority should go with knowledge ….. Whether it is the line or down”. She served as the mother of management thought. The Hawthorne Studies and Human Relations Studied the effects of work setting characteristics. Douglas McGregor - Theory X and TheoryThe Y assumption that workers will Theory X try to do as little as possible and avoid further responsibility unless rewarded or punished for doing otherwise. The assumption that workers Theory Y will do what is best for an organization if given the proper work setting, opportunity, and encouragement. Supplementary Information History of Management Thought https://youtu.be/vNfy_AHG-MU Four Tasks Of Management https://youtu.be/X6RObZecBHI https://youtu.be/zp554tcdWO8 https://youtu.be/CXAzZRnJo2o https://youtu.be/o4XX90lqT6E Organizational Performance https://youtu.be/wLXuPgbagJY Competitive Advantage https://youtu.be/qxmcwScY1ls