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Chapter 1
Chapter 1
Chapter 1
Chapter 1
Chapter 1
Chapter 1
Chapter 1
Chapter 1
Chapter 1
Chapter 1
Chapter 1
Chapter 1
Chapter 1
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Chapter 1
Chapter 1
Chapter 1
Chapter 1
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Chapter 1

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Transcript

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

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