Essentials of Contemporary Management PDF

Because learning changes everything. ® CHAPTER 1 THE MANAGEMENT PROCESS TODAY © 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill....

Because learning changes everything. ® CHAPTER 1 THE MANAGEMENT PROCESS TODAY © 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill.  Learning Objectives 1. Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals. 2. Distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one can affect organizational performance. 3. Differentiate among three levels of management, and understand the tasks and responsibilities of managers at different levels in the organizational hierarchy. 4. Distinguish among three kinds of managerial skill, and explain why managers are divided into different departments to perform their tasks more efficiently and effectively. 5. Discuss some major changes in management practices today that have occurred as a result of globalization and the use of advanced information technology (IT). 6. Discuss the principal challenges managers face in today’s increasingly competitive global environment. © McGraw Hill  What Is Management? 1 Management. The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently. © McGraw Hill  What Is Management? 3 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. © McGraw Hill Sam Edwards/age fotostock  What Is Management? 2 Organizations. Collections of people who work together and coordinate their actions to achieve a wide variety of goals. © McGraw Hill  Achieving High Performance Organizational Performance. A measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals. © McGraw Hill  Efficiency, Effectiveness, and Performance in an Organization Figure 1.1. High- performing organizations are efficient and effective. Access the text alternative for slide images. © McGraw Hill Copyright McGraw-Hill Education. Permission required for reproduction or display.  Organizational Performance Efficiency. A measure of how productively resources are used to achieve a goal. © McGraw Hill monkeybusinessimages/Getty Images  Why Study Management? 1. 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. © McGraw Hill  Four Tasks of Management Figure 1.2. Access the text alternative for slide images. © McGraw Hill  Planning 1 Planning. Process of identifying and selecting appropriate goals and courses of action. © McGraw Hill  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. © McGraw Hill  Planning 2 Strategy. Cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals. © McGraw Hill  Organizing 1 Organizing. Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals. © McGraw Hill  Organizing 2 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. © McGraw Hill  Leading Leading. Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals. © McGraw Hill  Controlling Controlling. Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance. Outcome of the control process. Ability to measure performance accurately and regulate efficiency and effectiveness. © McGraw Hill  Levels and Skills 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. © McGraw Hill Wavebreak Media Ltd/123RF  Levels of Management 1 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. © McGraw Hill  Levels of Management 2 Top Managers. Establish organizational goals, decide how departments should interact, and monitor the performance of middle managers. © McGraw Hill  Levels of Managers 1 Figure 1.3. © McGraw Hill  Relative Amount of Time That Managers Spend on the Four Managerial Tasks Figure 1.4. Access the text alternative for slide images. © McGraw Hill  Levels of Managers 2 Top Management Team. A group composed of the CEO, the COO, and the vice presidents of the most important departments of a company. © McGraw Hill  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. © McGraw Hill  Technical Skills Core Competency. Specific set of departmental skills, abilities, and experiences that allows one organization to outperform its competitors. © McGraw Hill  Types and Levels of Managers Figure 1.5. Access the text alternative for slide images. © McGraw Hill  Recent Changes in Management Practices 1 Restructuring. Downsizing an organization by eliminating the jobs of large numbers of top, middle, or first- line managers and non-managerial employees. © McGraw Hill  Recent Changes in Management Practices 2 Outsourcing. Contracting with another company, usually abroad, to have it perform an activity the organization previously performed itself. Increases efficiency because it lowers operating costs, freeing up money and resources that can be used in more effective ways. © McGraw Hill  Empowerment and Self-Managed Teams 1 Empowerment. Expansion of employees’ knowledge, tasks, and decision-making responsibilities. © McGraw Hill  Empowerment and Self-Managed Teams 2 Self-Managed Team. A group of employees who assume responsibility for organizing, controlling, and supervising their own activities and monitoring the quality of the goods and services they provide. © McGraw Hill  Challenges for Management in a Global Environment Utilizing IT and E-Commerce Rise of Global Organizations Building a Competitive Advantage Maintaining Ethical and Socially Responsible Standards Managing a Diverse Workforce © McGraw Hill  Building Competitive Advantage 1 Competitive Advantage. Ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do. © McGraw Hill  Building Blocks of Competitive Advantage Figure 1.6. © McGraw Hill  Building Competitive Advantage 2 Innovation. Process of creating new or improved goods and services or developing better ways to produce or provide them. © McGraw Hill  Building Competitive Advantage 3 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. © McGraw Hill  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. © McGraw Hill  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. © McGraw Hill  Utilizing IT and E-Commerce 1 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. © McGraw Hill Because learning changes everything. ® www.mheducation.com