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Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
Introduction to management   groups g - i - the management process - august 27, 2008
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Introduction to management groups g - i - the management process - august 27, 2008

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The Management Process Lecture

The Management Process Lecture

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  • 1. MAN1006: Introduction to Management (Groups~BBA1G-I Lecture 1 – The Changing Paradigm of Management Lecturer: Oswy Gayle Wednesday August 27, 2008 University of Technology, Jamaica School of Business Administration
  • 2. <ul><li>Explain the Changing dynamics of Organizations </li></ul><ul><li>What is management? What do they do? </li></ul><ul><li>Define Efficiency and Effectiveness </li></ul><ul><li>Define the ten (10) Roles of managers </li></ul><ul><li>Managerial competencies needed to deal with today’s turbulent environment </li></ul>L E A R N I N G O B J E C T I V E S
  • 3. The Changing Dynamics of Organizations <ul><li>Pace continues to accelerate </li></ul><ul><li>Change is major source of business risk </li></ul><ul><li>Driving Forces </li></ul><ul><ul><li>Telecommunications </li></ul></ul><ul><ul><li>Diversity of Workers </li></ul></ul><ul><ul><li>Public consciousness </li></ul></ul><ul><ul><li>Global marketplace </li></ul></ul><ul><ul><li>Community of stakeholders </li></ul></ul>
  • 4. Driving Forces (cont’d) <ul><ul><li>Telecommunications - Ever-advancing </li></ul></ul><ul><ul><li>Technology has shrunk the world </li></ul></ul><ul><li>2. Increasing diversity of workers has brought in a wide array of differing values, perspectives, and expectations among workers </li></ul><ul><li>3. Public consciousness has become much more sensitive and demanding that organizations be more socially responsible </li></ul>
  • 5. Driving Forces (cont’d) <ul><li>4. Global Marketplace - Strive to remain competitive in the face of increasingly tough global competition </li></ul><ul><li>Much of the 3rd-world countries have joined the global </li></ul><ul><li>marketplace , creating a wider arena for sales and services (In the name of China and India) </li></ul><ul><li>5. Community of Stakeholders - Organizations are responsible to stockholders, and must focus on building relationships with employees, customers, partners, and suppliers </li></ul>
  • 6. Nature of Management <ul><li>Cope with diverse, far-reaching challenges </li></ul><ul><li>CSME </li></ul><ul><li>EPA (Economic Partnership Agreement) </li></ul><ul><li> European Union </li></ul><ul><li> PNP – saying to think carefully </li></ul><ul><li>Shift in Mindsets to Navigate Turbulence </li></ul>
  • 7. Shift in Mindsets to Navigate Turbulence <ul><li>Managers are asked to ... </li></ul><ul><li>Do more with less (e.g - JA Gov cuts UTech’s Budget) </li></ul><ul><li>Engage whole employees </li></ul><ul><li>See change rather than stability as natural </li></ul><ul><li>Create vision and cultural values </li></ul><ul><li>encourage collaborative workplace </li></ul>
  • 8. How do we make the difference? <ul><li>Requires integrating... </li></ul><ul><ul><li>Tried and true management skills </li></ul></ul><ul><ul><li>+ </li></ul></ul><ul><ul><li>New approaches that emphasize </li></ul></ul><ul><ul><ul><ul><ul><li>Human touch </li></ul></ul></ul></ul></ul><ul><ul><ul><li>Enhance flexibility </li></ul></ul></ul><ul><ul><ul><li>Involve employees’ hearts, </li></ul></ul></ul><ul><ul><ul><li>minds, and bodies </li></ul></ul></ul>
  • 9. What Managers Do? <ul><li>Managerial Activities </li></ul><ul><li>Make decisions </li></ul><ul><li>Allocate resources </li></ul><ul><li>Direct activities of others to attain goals </li></ul>Managers (or administrators ) Individuals who achieve goals through other people.
  • 10. So what are we saying? Successful organizations don’t just happen... … .they are managed to be that way!
  • 11. What is Management? <ul><li>The attainment of organizational goals in an effective and efficient manner through Four functions </li></ul><ul><li> - planning, </li></ul><ul><ul><li> - organizing, </li></ul></ul><ul><ul><li> - leading, and </li></ul></ul><ul><ul><li> - controlling organizational resources. </li></ul></ul><ul><li>The process of tying the organization together so that it achieves its goals and objectives. </li></ul>
  • 12. Organizational Performance <ul><li>Organization - social entity that is goal directed and deliberately structured </li></ul><ul><li>Effectiveness - degree to which organization achieves a stated goal </li></ul><ul><li>Efficiency - use of minimal resources (raw materials, money, and people) to produce the desired volume of output </li></ul><ul><li>Performance – organization’s ability to attain its goals by using resources in an efficient and effective manner </li></ul>
  • 13. The Functions of Management Input Process Output Planning Leading Resources Controlling Organizing Performance <ul><li>Human </li></ul><ul><li>Financial </li></ul><ul><li>Raw Materials </li></ul><ul><li>Technological </li></ul><ul><li>Information </li></ul><ul><li>Attain goals </li></ul><ul><li>Products </li></ul><ul><li>Services </li></ul><ul><li>Efficiency </li></ul><ul><li>Effectiveness </li></ul>Use influence to motivate employees Select goals and ways to attain them Assign responsibility for task accomplishment Monitor activities and make corrections
  • 14. Where Managers Work? Organization A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.
  • 15. Management Functions Planning A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. Organizing Determining what tasks are 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.
  • 16. Management Functions (cont’d) Leading A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. Controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
  • 17. Mintzberg’s Managerial Roles Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.
  • 18. Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1 –1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.
  • 19. Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1 –1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.
  • 20. Management Skills <ul><li>Complex </li></ul><ul><li>Multidimensional </li></ul><ul><li>Range of skills </li></ul>Manager’s Job Exhibit 1.2, page 12
  • 21. Management Skills Technical skills The ability to apply specialized knowledge or expertise. Human skills The ability to work with, understand, and motivate other people, both individually and in groups. Conceptual Skills - The mental ability to analyze and diagnose complex situations. - Cognitive ability to see the organization as a whole and the relationships among its parts
  • 22. Management Types - Vertical Management Levels in the Organizational Hierarchy Exhibit 1.3, p. 13
  • 23. Managing in Small Businesses and Nonprofit Organizations <ul><li>Role Differences </li></ul><ul><li>Source of Financial Resources </li></ul><ul><li>Unconventional Bottomline </li></ul>
  • 24. Management and the New Workplace <ul><li>Characteristics </li></ul><ul><li>Resources = Bits--information </li></ul><ul><li>Work = Flexible, virtual </li></ul><ul><li>Workers = Empowered employees, free agents </li></ul><ul><li>Forces on Organizations </li></ul><ul><li>Technology = Digital, e-business </li></ul><ul><li>Markets = Global, including internet </li></ul><ul><li>Workforce = Diverse </li></ul><ul><li>Values = Change, speed </li></ul><ul><li>Events = Turbulent, more frequent crises </li></ul><ul><li>Management Competencies </li></ul><ul><li>Leadership = Dispersed, empowering </li></ul><ul><li>Focus = Connection to customers, employees </li></ul><ul><li>Doing Work = By teams </li></ul><ul><li>Relationships = Collaboration </li></ul><ul><li>Design = Experimentation, learning organization </li></ul>
  • 25. Management and the New Workplace <ul><li>Forces on organizations </li></ul><ul><li>New Management Competencies </li></ul><ul><ul><li>Dispersed leadership </li></ul></ul><ul><ul><li>Empowering others </li></ul></ul><ul><ul><li>Collaborative relationships </li></ul></ul><ul><ul><li>Team-building skills </li></ul></ul><ul><ul><li>Learning organization </li></ul></ul>Ethical dilemma: CanManagement Afford to Look the Other Way?
  • 26. Managing During Turbulent Times <ul><li>Stay Calm </li></ul><ul><li>Be Visible </li></ul><ul><li>Put People Before Business </li></ul><ul><li>Tell the Truth </li></ul><ul><li>Know When to Get Back to Business </li></ul>
  • 27. Rap up
  • 28. MAKE IT AN A RUSH 4.0 TIME

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