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Chapter 1

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  • 1. CHAPTER 1 INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS
  • 2. Who Are Managers? <ul><li>Manager </li></ul><ul><ul><li>Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. </li></ul></ul><ul><li>Nonmanagerial employees </li></ul><ul><ul><li>These organizational members who work directly on a job or task and have no one reporting to them. </li></ul></ul>
  • 3. Managerial Levels
  • 4. Classifying Managers <ul><li>First-line Managers </li></ul><ul><ul><li>Are at the lowest level of management and manage the work of non-managerial employees. </li></ul></ul><ul><li>Middle Managers </li></ul><ul><ul><li>Manage the work of first-line managers. </li></ul></ul><ul><li>Top Managers </li></ul><ul><ul><li>Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. </li></ul></ul>
  • 5. What Is Management? <ul><li>Coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. </li></ul><ul><li>Managerial Concerns </li></ul><ul><ul><li>Efficiency </li></ul></ul><ul><ul><ul><li>“Doing things right” </li></ul></ul></ul><ul><ul><ul><ul><li>Getting the most output for the least inputs </li></ul></ul></ul></ul><ul><ul><li>Effectiveness </li></ul></ul><ul><ul><ul><li>“Doing the right things” </li></ul></ul></ul><ul><ul><ul><ul><li>Attaining organizational goals </li></ul></ul></ul></ul>
  • 6. Effectiveness and Efficiency in Management
  • 7. What Do Managers Do? <ul><li>Functional Approach / Management Functions: </li></ul><ul><ul><li>Planning </li></ul></ul><ul><ul><ul><li>Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. </li></ul></ul></ul><ul><ul><li>Organizing </li></ul></ul><ul><ul><ul><li>Arranging and structuring work to accomplish organization’s goals. </li></ul></ul></ul><ul><ul><li>Leading </li></ul></ul><ul><ul><ul><li>Working with and through people to accomplish goals. </li></ul></ul></ul><ul><ul><li>Controlling </li></ul></ul><ul><ul><ul><li>Monitoring, comparing, and correcting the work. </li></ul></ul></ul>
  • 8. Management Functions
  • 9. What Do Managers Do? (cont’d) <ul><li>Management Roles Approach </li></ul><ul><li>Henry Mitzberg classified the activities of managers into 10 management roles. </li></ul><ul><ul><li>I) Interpersonal roles: involves people and other duties that are ceremonial or symbolic in nature. </li></ul></ul><ul><ul><ul><li>Figurehead </li></ul></ul></ul><ul><ul><ul><li>Leader </li></ul></ul></ul><ul><ul><ul><li>Liaison </li></ul></ul></ul>
  • 10. <ul><ul><li>II) Informational roles ( Managing by information): Involve collecting, receiving and disseminating information. </li></ul></ul><ul><ul><ul><li>Monitor </li></ul></ul></ul><ul><ul><ul><li>Disseminator </li></ul></ul></ul><ul><ul><ul><li>Spokesperson </li></ul></ul></ul><ul><ul><li>III) Decisional roles: Resolve around making choices – “Managing action” </li></ul></ul><ul><ul><ul><li>Entrepreneur </li></ul></ul></ul><ul><ul><ul><li>Disturbance handler </li></ul></ul></ul><ul><ul><ul><li>Resource allocator </li></ul></ul></ul><ul><ul><ul><li>Negotiator </li></ul></ul></ul>
  • 11. What Do Managers Do? (cont’d) <ul><li>Skills Approach/ Management Skills </li></ul><ul><li>Robert L. Katz mentioned 3 essential skills managers need. </li></ul><ul><ul><li>Technical skills </li></ul></ul><ul><ul><ul><li>Job – specific knowledge and techniques needed to proficiently perform specific task </li></ul></ul></ul><ul><ul><li>Human skills </li></ul></ul><ul><ul><ul><li>The ability to work well with other people individually and in a group </li></ul></ul></ul><ul><ul><li>Conceptual skills </li></ul></ul><ul><ul><ul><li>The ability to think and conceptualize about abstract and complex situations concerning the organization </li></ul></ul></ul>
  • 12. Skills Needed at Different Management Levels
  • 13. How The Manager’s Job Is Changing <ul><li>Changes impacting manager’s job: </li></ul><ul><li>1) Changing technology </li></ul><ul><li>2) Increased security threats </li></ul><ul><li>3) Increased emphasis on Organizational and Managerial Ethics </li></ul><ul><li>4) Increased Competitiveness </li></ul>
  • 14. How The Manager’s Job Is Changing <ul><li>The Increasing Importance of Customers </li></ul><ul><ul><li>Customers: the reason that organizations exist </li></ul></ul><ul><ul><ul><li>Managing customer relationships is the responsibility of all managers and employees. </li></ul></ul></ul><ul><ul><ul><li>Consistent high quality customer service is essential for survival. </li></ul></ul></ul><ul><li>Innovation </li></ul><ul><ul><li>Doing things differently, exploring new territory, and taking risks </li></ul></ul><ul><ul><ul><li>Managers should encourage employees to be aware of and act on opportunities for innovation. </li></ul></ul></ul>
  • 15. What Is An Organization? <ul><li>An Organization Defined </li></ul><ul><ul><li>A deliberate arrangement of people to accomplish some specific purpose </li></ul></ul><ul><li>Common Characteristics of Organizations </li></ul><ul><ul><li>Have a distinct purpose (goal) </li></ul></ul><ul><ul><li>Composed of people </li></ul></ul><ul><ul><li>Have a deliberate structure </li></ul></ul><ul><ul><li>Many of today’s organizations are more open, flexible and responsive to changes than organizations once were. </li></ul></ul>
  • 16. Characteristics of Organizations
  • 17. Why Study Management? <ul><li>The Value of Studying Management </li></ul><ul><ul><li>(1) The universality of management </li></ul></ul><ul><ul><ul><li>The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located. </li></ul></ul></ul><ul><ul><ul><li>Good management is needed in all organizations. </li></ul></ul></ul>
  • 18. Universal Need for Management
  • 19. Why Study Management? (cont.) <ul><li>The Value of Studying Management </li></ul><ul><ul><li>(2) The reality of work </li></ul></ul><ul><ul><ul><li>Employees either manage or are managed. </li></ul></ul></ul><ul><ul><li>(3) Rewards and challenges of being a manager </li></ul></ul><ul><ul><ul><li>Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. </li></ul></ul></ul><ul><ul><ul><li>Successful managers receive significant monetary rewards for their efforts. </li></ul></ul></ul>
  • 20. Challenges of being a manager <ul><li>1) Have to deal with a variety of personalities </li></ul><ul><li>2) Work with limited resources </li></ul><ul><li>3) Motivate workers in chaotic and uncertain situations. </li></ul><ul><li>4) Blend knowledge, skills, ambitions and experiences of a diverse work group. </li></ul><ul><li>5) Success depends on others’ work performance. </li></ul>
  • 21. Rewards of being a manager <ul><li>1) Have opportunity to think creatively and use imagination. </li></ul><ul><li>2) Help others find meaning and fulfillment in work. </li></ul><ul><li>3) Meeting and working with a variety of people. </li></ul><ul><li>4) Receive recognition and status in the organization and community. </li></ul><ul><li>5) Receive appropriate compensation in form of salaries and bonuses. </li></ul><ul><li>6) Play a role in influencing organizational outcomes. </li></ul>

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