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speciality management
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Speciality Management
Why Study Management? The Value of Studying Management
The universality of management Good management is needed in all organizations
The reality of work Employees either manage or are managed
Self-employment Running your own business rather than working for
someone else
Organization
Organization is a system which operates through human activity.
Organizations are very complex social formations, their links can’t be described with only one theory.
Organization Theories concerns 3 levels: Macro: cooperation among different organization Mezzo: structures of the organizations, and
influencing factors Micro: behavior of the members of the
organizations, motivation, conflict etc.
•Distinct purpose•Composed of people•Deliberate structure
Common Characteristics of Organizations
The Changing OrganizationTraditional• Stable• Inflexible• Job-focused• Work is defined by job positions• Individual-oriented• Permanent jobs• Command-oriented• Managers always make decisions• Rule-oriented• Relatively homogeneous workforce• Workdays defined as 9 to 5• Hierarchical relationships• Work at organizational facility
during specific hours
New Organization• Dynamic• Flexible• Skills-focused• Work is defined in terms of tasks to be
done• Team-oriented• Temporary jobs• Involvement-oriented• Employees participate in decision making• Customer-oriented• Diverse workforce• Workdays have no time boundaries• Lateral and networked relationships• Work anywhere, anytime
Managers and employees work in a variety of sizes of organizations• Large organizations• Small business
Managers and employees work in a variety of organizations, and the type of organization has an impact on what managers can do
• Publicly held organizations• Privately held organizations• Public sector organizations• Crown Corporations• Subsidiaries foreign organizations (e.g., Sears, Safeway,
General Motors, and Ford Motor Company)
The Types of Organizations
What is Management?
Definition: Coordinating work activities so that they are completed e f f i c i e n t l y and e f f e c t i v e l y with and through other people
Efficiency: getting the most output from the least input
Effectiveness: completing activities so that the organization’s goals are attained.
Management is…
EffectivenessEffectiveness
EfficiencyEfficiencyGetting workdone through
others
Getting workdone through
others
Managerial Roles
Figurehead
Leader
Liaison
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Interpersonal Informational Decisional
Management Functions
Planning
Organizing
Staffing
Leading
Controlling
Planning
Organizing
Staffing
Leading
Controlling
Making Things Happen
Meeting the Competition
Organizing People, Projects, and Processes
Making Things Happen
Meeting the Competition
Organizing People, Projects, and Processes
Classical Management Functions
Updated Management Functions
Levels of Management
Top Level Management
Middle Level Management
First-LineManagement
A chief executive officer (CEO) is generally the most senior corporate officer (executive) or administrator in charge of managing a for-profit or non-profit organization.
A chief operating officer (COO) is a position that can be one of the highest-ranking executive positions in an organization. The COO is responsible for the daily operation of the company, and routinely reports to the highest ranking executive, usually the chief executive officer (CEO).
Top Level of Management
Top Level ManagementChief Information Officer (CIO) or Information Technology (IT) Director, is a job title commonly given to the most senior executive in an enterprise responsible for the information technology and computer systems that support enterprise goals. Generally, the CIO reports to the chief executive officer, chief operating officer or chief financial officer. In military organizations, they report to the commanding officer.
Middle level of management
A general manager is a business executive who usually oversees a unit or firm's marketing and sales functions, as well as the day-to-day business operations.
A plant manager oversees all daily operations of a plant. He often is in charge of everything from production and manufacturing to making sure policies and procedures are followed in all departments.Regional managers are employees who are granted jurisdiction and responsibility for specific actions that take place within a given geographical location.
Who Are Managers?
•Manager - Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals
Types of ManagersTop ManagersManagers at or near the top level are responsible for making organization-wide decisions and establishing plans and goals affecting the entire organization
Middle ManagersManagers between the first-line level and the top level of the organization who manage the work of first-line managers
First-line ManagersManagers at the lowest level manage the work of non-managerial employees directly or indirectly involved with the production or creation of the organization’s products.
Top Managers
Responsible for…Responsible for…
Creating a context for changeCreating a context for change
Developing attitudes of commitmentand ownership in employees
Developing attitudes of commitmentand ownership in employees
Creating a positive organizational culture through language and action
Creating a positive organizational culture through language and action
Monitoring their business environmentsMonitoring their business environments
Middle Managers
Responsible for…Responsible for…
Setting objectives consistent with top management goals, planning strategies
Setting objectives consistent with top management goals, planning strategies
Coordinating and linking groups, departments, and divisions
Coordinating and linking groups, departments, and divisions
Monitoring and managing the performance of subunits and managers who report to them
Monitoring and managing the performance of subunits and managers who report to them
Implementing the changes or strategiesgenerated by top managers
Implementing the changes or strategiesgenerated by top managers
First-Line Managers
Responsible for…Responsible for…
Managing the performance of entry-level employees
Managing the performance of entry-level employees
Teaching entry-level employees how to do their jobs
Teaching entry-level employees how to do their jobs
Making schedules and operating plans based on middle management’s intermediate-range plans
Making schedules and operating plans based on middle management’s intermediate-range plans
What Companies Look for in Managers
Technical SkillsTechnical Skills Human SkillHuman Skill
Conceptual Skill
Conceptual Skill
Design SkillDesign Skill
Skills managers need
Technical skills• Knowledge and capabilities to perform specialized tasks
Management often needs to have technical skills in order to communicate effectively with line workers and coordinate efforts.
Human skills The ability to work well with other people.
Conceptual skills The ability to think and conceptualize about abstract and
complex situations concerning the organization.
Core skills and their use in the different levels
Conceptual skills
Human skills
Technical skills
Managerial levels
Lower Middle Top
Rewards and Challenges of Being a Manager