Professional Documents
Culture Documents
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Learning Objective
Define what is management. Identify and explain the basic managerial function. Understand the roles that the managers play. Discuss the scope of responsibilities of functional and general managers. Describe the three levels of managers in terms of the skills that they need and the activities in which they are involved.
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Definition of Management
Getting work done through others. Management", from Old French menagement the art of conducting, directing, from Latin manu agree to lead by the hand) characterizes the process of leading and directing all or parts of an organization, often a business, through the deployment and manipulation of resources (human, financial, material, intellectual or intangible. Pat Carrigans description of managerial responsibilities indicates that managers have concerned with efficiency and effectiveness.
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Definition of Management
The process of getting things done, effectively and efficiently, through and with other people
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Management Processes
Planning
Includes defining goals, establishing strategy, and developing plans to coordinate activities Important of planning:1. Managers and employees put forth greater effort when following plan. 2. Planning leads to persistence, that is, working hard for long periods. In fact, planning encourage persistence even when there may be little chance of short-term success.
3. Plans encourage mangers and employees to direct their persistence effort towards activities that help accomplish their goals.
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Cont..
Organizing
Includes determining what tasks to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
Refers to the activities of designing an organizational structure, dividing and assigning jobs and tasks among departments, sections or units besides handling the infrastructure and operation methods.
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Leading
Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts Leading involve:1. Assigning of jobs and responsibilities
2. 3.
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Controlling The process of monitoring performance, comparing it with goals, and correcting any significant deviations To ensure that activities carried out are on the right track in achieving the goals set out by the business. Effectively monitor business activities the manager needs to get feedback from the personal vise versa.
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Cont..
Controlling consists 3 steps;1. Measuring performance 2. Comparing to standard 3. Correcting (if necessary) A good communication channel must be made.
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Organization A systematic arrangement of people brought together to accomplish some specific purpose; applies to all organizations-for-profit as well as notfor-profit organizations. Where managers work (manage). Common characteristics Goals Structure People
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People Differences
Operatives People who work directly on a job or task and have no responsibility for overseeing the work of others. Managers Individuals in an organization who direct the activities of others.
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Organizational Levels
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Like CEO, COO, Vice-President, Cooperate Head Responsible for overall direction of the organization.
1. 2. Creating a context of change (state mission and vision) Helping employees develop a sense of commitment to the business.
and
Cont.
3.
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Cont
1.
2. 3.
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Cont.
2.
3.
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Managerial roles
Entrepreneur Disturbance handler Resources allocator Negotiator
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Interpersonal roles
Figurehead the interpersonal role managers play when they perform ceremonial duties.
Leader - the interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives. Liaison - the interpersonal role managers play when they deal with people outside their unit.
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Informational roles
Monitor the informational role managers play when they scan their environment for information.
Disseminator - the informational role managers play when they share information with others in their departments or companies. Spokesperson - the informational role managers play when they share information with people outside their departments or companies
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Decisional roles
Disturbance handler the decisional role managers play when they respond to severe problems that demand immediate action. Resource allocator - the decisional role managers play when they decide who gets what resources. Negotiator - the decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises. Entrepreneur role - the decisional role managers play when they adapt themselves, their subordinates, and their units to incremental changes.
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Skills Approach
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Exhibit 1.5
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Conceptual Skills
Using information to solve business problems Identifying of opportunities for innovation Recognizing problem areas and implementing solutions Selecting critical information from masses of data Understanding of business uses of technology Understanding of organizations business model
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site ( www.ama.org), October 30, 2002.
Exhibit 1.6a
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Communication Skills
Ability to transform ideas into words and actions Credibility among colleagues, peers, and subordinates Listening and asking questions Presentation skills; spoken format Presentation skills; written and/or graphic formats
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site ( www.ama.org), October 30, 2002.
Exhibit 1.6b
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Effectiveness Skills
Contributing to corporate mission/departmental objectives Customer focus Multitasking: working at multiple tasks in parallel Negotiating skills Project management Reviewing operations and implementing improvements Setting and maintaining performance standards internally and externally Setting priorities for attention and activity Time management
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site ( www.ama.org), October 30, 2002.
Exhibit 1.6c
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