Foundations of Management and Organizations PDF

1 Foundations of Management and Organizations  Management 2  Management  Management is the process of working with and through others to achieve organizational objectives in a changing environment.  Managemen...

1 Foundations of Management and Organizations  Management 2  Management  Management is the process of working with and through others to achieve organizational objectives in a changing environment.  Management entails the effective and efficient use of limited resources.  Manager  Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.  Figure 1.1 3 Key Aspects of the Management Process Chapter 1, Carlene M. Cassidy and Robert Kreitner, Principles of Management, Twelfth Edition. Copyright © 2013 Cengage Le  Effectiveness and Efficiency 4  Effectiveness  Refers to doing those work activities that will result in achieving goals.  Often described as “doing the right things”.  Efficiency  Refers to getting the most output from the least amount of inputs or resources.  Often described as “doing things right ”.  Exhibit 1-3 5 Efficiency and Effectiveness in Management  Figure 1.2: Balancing 6 Effectiveness and Efficiency  Figure 1.2: Balancing 7 Effectiveness and Efficiency (cont’d)  Figure 1.2: Balancing 8 Effectiveness and Efficiency (cont’d) Chapter 1, Carlene M. Cassidy and Robert Kreitner, Principles of Management, Twelfth Edition. Copyright © 2013 Cengage Le  Levels of Management 9  First-line Managers  Individuals who manage the work of non-managerial employees.  Example: Shift Manager, Department Manager etc.  Middle Managers  Individuals who manage the work of first-line managers.  Example: Regional Manager, Store Manager etc.  Top Managers  Individuals who are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.  Exhibit 1-1 10 Levels of Management  11 Where Do Managers Work?  Organization  A deliberate arrangement of people assembled to accomplish some specific purpose.  Common Characteristics of Organizations-  Have a distinct purpose (goal)  Are composed of people  Have a deliberate structure  Exhibit 1-2 12 Characteristics of Organizations  13 What Do Managers Do?  Managerial Functions  General administrative duties that need to be carried out in virtually all productive organizations to achieve desired outcomes  Managerial Skills  Specific observable behaviors that effective managers exhibit Functions tell us what managers generally do, whereas skills tell us how they carry out those functions.  Figure 1.3: Identifiable 14 Functions in the Management Process  Managerial Functions 15  Planning  Formulating plans and setting objectives to provide direction for future courses of action by the organization  Decision Making  Choosing among the alternative courses of action  Organizing  Deciding on the human resources structure of the organization  Staffing  Recruiting, training, and developing people who can contribute to the organized effort Managerial Functions (cont’d) 16  Communicating  Providing information, direction, and feedback  Motivating  Providing meaningful work and valued rewards to individuals pursuing collective objectives  Leading  Serving as role models and adapting management styles as the situation demands  Controlling  Comparing desired results with actual results and taking corrective action as needed Figure 1.4: Wilson’s Managerial Skills 17  Figure 1.4: Wilson’s 18 Managerial Skills (cont’d)  Figure 1.4: Wilson’s 19 Managerial Skills (cont’d)  Exhibit 1-4 20 Main Four Functions of Management  Mintzberg’s Managerial Roles 21  Managerial Roles  Specific actions or behaviors expected of and exhibited by a manager.  Ten Managerial Roles divided into Three Types-  Interpersonal roles: Managerial roles that involve people and other duties that are ceremonial and symbolic in nature.  Figurehead, leader, liaison  Informational roles: Managerial roles that involve collecting, receiving, and disseminating information.  Monitor, disseminator, spokesperson  Decisional roles: Managerial roles that involve around making choices.  Entrepreneur, disturbance handler, resource allocator, negotiator  Exhibit 1-5 22 Mintzberg’s Managerial Roles  Katz’s Management Skills 23  Technical Skills  Job-specific knowledge and techniques needed to proficiently perform work tasks.  Human Skills  The ability to work well with other people individually and in a group.  Conceptual Skills  The ability to think and to conceptualize about abstract and complex situations.  Exhibit 1-6 24 Skills Needed at Different Managerial Levels  Figure 1.5: The Honeywell Study: 25 How Managers Learn to Manage  The Importance of Customers and 26 Social Media  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.  Social Media  Forms of electronic communication through which users create online communities to share ideas, information, personal messages, and other content.  The Importance of Innovation and 27 Sustainability  Innovation  Doing things differently, exploring new territory, and taking risks.  Managers should encourage employees to be aware of and act on opportunities for innovation.  Sustainability  A company’s ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.