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Chapter 1Managers and Managingin the 21st Century
FOM 1.1
Organization
A systematic arrangement of people brought together to
accomplish some specific purpose
FOM 1.5
FOM 1.3
The Characteristics of an Organization
Purpose
Structure
People
FOM 1.4
MiddleManagers
First-LineManagers
Front-Line Employees
TopManagers
The Levels of an Organization
SuperviseOthers
Workon Jobs
Management
Process of getting things done, efficiently and effectively, through
and with other people
FOM 1.8
PlanningDefining goals and
establishingaction plans
ControllingMonitoring activitiesto ensure that they
are achievingresults
LeadingGuiding and motivating all
involved parties
OrganizingDetermining what
needs to be done, in what order, and by
whom
Management Activities
EffectiveManagement
FOM 1.10
FOM 1.7
Changes in Management Over Time Scientific management--”one best way” General administrative theories--universal set
of activities Human relations--importance of human factor Today, management is a blend scientific
(efficiencies), general administrative (bureaucracy), and human relations (employees have a large impact on success of company)
FOM 1.8
Scientific Management Developed by Frederick Taylor One best way to get the job done Viewed workers as inefficient Promoted Four Principles
1. Develop a science for each component of work 2. Scientifically Select and Train Workers 3. Actively cooperate with workers 4. Divide work equally between workers and
management
FOM 1.9
General Administrative Theories Developed by Fayol Described management as universal
set of activities. Focuses on division of labour, clear
hierarchy, rules and impersonal relations
FOM 1.10
Human Relations Idea surfaced in early 20th Century Focused on the notion that work was
done by people Need to focus on human element Maslow and motivation and Theory X
and Theory Y
FOM 1.11
Mintzberg’sManagerial Roles
Interpersonal Decisional
Informational
FOM 1.12
The Roles That Managers Play
High
Moderate
Low
Importance
Spokesperson Resource Allocator
EntrepreneurFigureheadLeader
Liaison, MonitorDisturbance HandlerNegotiator
Disseminator Entrepreneur
Small Firms Large Firms
FOM 1.13
Managers and Decisions
In order for managers to make decisions, they need to:
Identify critical problems Gather and use appropriate data Make sense of the information Choose the best course of action
FOM 1.14
Managers and Change
Be change agents Be able to work in a dynamic
environment Be flexible and adaptable
In order to deal with change, managers need to:
FOM 1.15
General Management Skills
POLITICALTECHNICAL
INTERPERSONALCONCEPTUAL
FOM 1.16
Conceptual Skills Mental ability to analyze and diagnose
complex situations Allow Managers to see how things fit
FOM 1.17
Interpersonal Skills Ability to work with, understand, mentor
and motivate others Both individually and as a group Many managers fail in this
FOM 1.18
Technical Skills Ability to apply specialized knowledge
or expertise Engineer, accountant, etc
FOM 1.19
Political Skills Ability to enhance one position, build a
power base, and establish the right connection
FOM 1.20
Specific Management Skills These explain 50% of a managers effectiveness Controlling the organization’s
environment and resources Organizing and coordinating Handling information Providing for growth and development
of staff Motivating staff and handling conflicts Strategic problem-solving
FOM 1.21
Management Competencies Initiate and implement change Monitor, maintain and improve
performance Monitor and control resources Secure effective resource allocation Recruit and select staff (continued)
FOM 1.22
Management Competencies (continued)
Develop teams, individuals, and self Plan, allocate, and evaluate work Create, maintain, and enhance
relationships Seek, evaluate, and organize
information Exchange information to solve problems
FOM 1.23
Managers and the Changing World Environment Management is no longer constrained
by national borders Managers need to understand what is
going on in the world Managers need to take into
consideration different economic, political, legal and cultural systems in other countries
FOM 1.24
Major Environmental Changes Affecting Managers Technology E-commerce E-business Knowledge workers
FOM 1.25
Management from a Global Perspective Globalization--doing business on a
world-wide scale Managers need to be sensitive to
issues in other countries Managers also need to be aware of
different cultures in Canada
FOM 1.26
Importance of Managers in the Marketplace Good managers can help an
organization perform successfully Poor managers can do the reverse Managers tend to earn more as their
responsibilities and accountabilities increase
FOM 1.27
Is Understanding Management Important?
Management affects everyone in an organization
Poorly managed organizations will not be successful
A good manager is a combination of many factors