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chapter one                        Managers and ManagingMcGraw-Hill/IrwinContemporary Management, 5/e                     ...
Learning Objectives1.   Describe what management is, why management is     important, what managers do, and how managers  ...
Learning Objectives3.   Differentiate among three levels of management, and     understand the tasks and responsibilities ...
Learning Objectives5.   Discuss some major changes in management     practices today that have occurred as a result of    ...
What is Management?• All managers work in organizations• Organizations – collections of people  who work together and coor...
Question?What is a person responsible for   supervising the use of an   organization’s resources to meet its   goals?A. Te...
ManagersManagers –  – The people responsible for supervising the    use of an organization’s resources to meet    its goal...
What is Management?The planning, organizing, leading, and controlling of human and other resources to achieve organization...
What is Management?– Resources include people, skills, know-how  and experience, machinery, raw materials,  computers and ...
Organizational PerformanceA measure of how efficiently and effectively  managers use available resources to  satisfy custo...
Figure 1.1 1-12
Organizational PerformanceEfficiency  – A measure of how well or how productively    resources are used to achieve a goalE...
Why study management?1. The more efficient and effective use of   scarce resources that organizations   make of those reso...
Why study management?2. Helps people deal with their bosses   and coworkers3. Opens a path to a well-paying job and   a sa...
Managerial Tasks• Managers at all levels in all  organizations perform each of the four  essential managerial tasks of pla...
Four Functions of Management                         Figure 1.2                       1-17
PlanningProcess of identifying and selecting  appropriate organizational goals and  courses of action                     ...
Steps in the Planning Process•   Deciding which goals the organization    will pursue•   Deciding what courses of action t...
Planning• Complex, difficult activity• Strategy to adopt is not always  immediately clear• Done under  uncertainty        ...
OrganizingTask managers perform to create a structure of working relationships that allow organizational members to intera...
Organizing• Involves grouping people into  departments according to the kinds of  job-specific tasks they perform• Manager...
Organizational StructureA formal system of task and reporting  relationships that coordinates and  motivates members so th...
LeadingArticulating a clear organizational vision for  its members to accomplish, and energize  and enable employees so th...
Leading• Leadership involves using power,  personality, and influence, persuasion,  and communication skills• Outcome of l...
Controlling• Task of managers is to evaluate how  well an organization has achieved its  goals and to take any corrective ...
Decisional RolesRoles associated with methods managers use in planning  strategy and utilizing resources.   – Entrepreneur...
Interpersonal RolesRoles that managers assume to provide direction and  supervision to both employees and the organization...
Informational RolesRoles associated with the tasks needed to obtain and  transmit information in the process of managing t...
Levels of Management                   Figure 1.3                   1-30
Areas of ManagersDepartment  – A group of managers and employees who   work together and possess   similar skills   or use...
Levels of Management• First line managers - Responsible for daily supervision of the non-managerial employees who perform ...
Levels of Management• Top managers –  • Responsible for the performance of all departments    and have cross-departmental ...
Levels of Management• Chief executive officer (CEO) is  company’s most senior and important  manager• Central concern is c...
Relative Amount of Time That Managers Spend on          the Four Managerial Functions                                     ...
Question?What skill is the ability to understand, alter,  lead, and control the behavior of other  individuals and groups?...
Managerial Skills• Conceptual skills   – The ability to analyze and diagnose a situation and     distinguish between cause...
Skill Types Needed                       Figure 1.5                     1-38
Core CompetencySpecific set of departmental skills, abilities, knowledge and experience that allows one organization to ou...
Restructuring• Involves simplifying, shrinking, or  downsizing an organization’s operations  to lower operating costs  – C...
Outsourcing• Contracting with another company, usually in  a low cost country abroad, to perform a work  activity the comp...
EmpowermentInvolves giving  employees more  authority and  responsibility over  the way they perform  their work activitie...
Self-managed teamsGroups of employees who assume collective responsibility for organizing, controlling, and supervising th...
Discussion QuestionWhat is the biggest challenge for   management in a Global Environment?A. Building a Competitive Advant...
Challenges for Management in        a Global Environment• Rise of Global Organizations.• Building a Competitive Advantage•...
Building Competitive Advantage• Competitive Advantage – ability of one  organization to outperform other  organizations be...
Building Blocks of Competitive Advantage                               Figure 1.6                               1-47
Building Competitive Advantage• Increasing efficiency  – Reduce the quantity of resources used to    produce goods or serv...
Building Competitive Advantage• Increasing speed, flexibility, and  innovation  – How fast a firm can bring new products t...
Building Competitive Advantage• Innovation  – Process of creating new or improved goods    and services that customers wan...
Turnaround Management• Difficult and complex management task• Done under conditions of great  uncertainty• Risk of failure...
Maintaining Ethical and Socially      Responsible Standards• Managers are under considerable  pressure to make the best us...
Managing a Diverse Workforce• To create a highly trained and motivated  workforce managers must establish  HRM procedures ...
Global Crisis ManagementMay be the result of:• Natural causes• Manmade causes• International terrorism• Geopolitical confl...
Movie Example: Office SpaceWhat type of manager is Bill Lumbergh in the movie “ Office Space”?                            ...
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  • The correct answer is “B” Manager. See next slide
  • Henri Fayol outlined the four managerial functions in his book General Industrial Management
  • Major part of the middle manager’s job is developing and fine-tuning skills and know-how, such as manufacturing or marketing expertise, that allow the organization to be efficient and effective
  • The correct answer is “B”, Human skill. See slide 1-37.
  • There is no one correct answer. It will depend on the firm and it’s industry. Some firms need to spend more time with ethics, others with building a competitive advantage, etc. Students should be prepared to discuss based on an industry they are familiar with.
  • According to Leonard Maltin, in his 2004 movie and Video guide, “Office Space is a fitfully funny satire of office life in modern-day corporate America, with Ron Livingston as a computer programmer who hates his job and eventually finds a way to express his disdain for his company and his boss – Gary Cole as Bill Lumbergh, a Divisional VP. In the second scene, called The Memo , Lumbergh spends an inordinate amount of time worrying about a “new cover sheet on all TPS reports” There are two ways to look at type of manager. One, Lumbergh’s position in the company is a Vice President. In most companies, that would make him a middle-manager. Two, Lumbergh acts as a micromanager, focusing on a minor issue.
  • Transcript of "Chapter01"

    1. 1. chapter one Managers and ManagingMcGraw-Hill/IrwinContemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
    2. 2. Learning Objectives1. Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals2. Distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one affects organizational performance 1-3
    3. 3. Learning Objectives3. Differentiate among three levels of management, and understand the tasks and responsibilities of managers at different levels in the organizational hierarchy4. Distinguish between three kinds of managerial skill, and explain why managers are divided into different departments to perform their tasks more efficiently and effectively. 1-4
    4. 4. Learning Objectives5. Discuss some major changes in management practices today that have occurred as a result of globalization and the use of advanced information technology (IT).6. Discuss the principal challenges managers face in today’s increasingly competitive global environment 1-5
    5. 5. What is Management?• All managers work in organizations• Organizations – collections of people who work together and coordinate their actions to achieve a wide variety of goals 1-6
    6. 6. Question?What is a person responsible for supervising the use of an organization’s resources to meet its goals?A. Team leaderB. ManagerC. PresidentD. Resource allocator 1-7
    7. 7. ManagersManagers – – The people responsible for supervising the use of an organization’s resources to meet its goals 1-8
    8. 8. What is Management?The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently 1-9
    9. 9. What is Management?– Resources include people, skills, know-how and experience, machinery, raw materials, computers and IT, patents, financial capital, and loyal customers and employees 1-10
    10. 10. Organizational PerformanceA measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals 1-11
    11. 11. Figure 1.1 1-12
    12. 12. Organizational PerformanceEfficiency – A measure of how well or how productively resources are used to achieve a goalEffectiveness – A measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved. 1-13
    13. 13. Why study management?1. The more efficient and effective use of scarce resources that organizations make of those resources, the greater the relative well-being and prosperity of people in that society 1-14
    14. 14. Why study management?2. Helps people deal with their bosses and coworkers3. Opens a path to a well-paying job and a satisfying career 1-15
    15. 15. Managerial Tasks• Managers at all levels in all organizations perform each of the four essential managerial tasks of planning, organizing, leading, and controlling 1-16
    16. 16. Four Functions of Management Figure 1.2 1-17
    17. 17. PlanningProcess of identifying and selecting appropriate organizational goals and courses of action 1-18
    18. 18. Steps in the Planning Process• Deciding which goals the organization will pursue• Deciding what courses of action to adopt to attain those goals• Deciding how to allocate organizational resources 1-19
    19. 19. Planning• Complex, difficult activity• Strategy to adopt is not always immediately clear• Done under uncertainty 1-20
    20. 20. OrganizingTask managers perform to create a structure of working relationships that allow organizational members to interact and cooperate to achieve organizational goals 1-21
    21. 21. Organizing• Involves grouping people into departments according to the kinds of job-specific tasks they perform• Managers lay out lines of authority and responsibility• Decide how to coordinate organizational resources 1-22
    22. 22. Organizational StructureA formal system of task and reporting relationships that coordinates and motivates members so that they work together to achieve organizational goals 1-23
    23. 23. LeadingArticulating a clear organizational vision for its members to accomplish, and energize and enable employees so that everyone understands the part they play in achieving organizational goals 1-24
    24. 24. Leading• Leadership involves using power, personality, and influence, persuasion, and communication skills• Outcome of leadership is highly motivated and committed workforce 1-25
    25. 25. Controlling• Task of managers is to evaluate how well an organization has achieved its goals and to take any corrective actions needed to maintain or improve performance – The outcome of the control process is the ability to measure performance accurately and regulate organizational efficiency and effectiveness 1-26
    26. 26. Decisional RolesRoles associated with methods managers use in planning strategy and utilizing resources. – Entrepreneur—deciding which new projects or programs to initiate and to invest resources in. – Disturbance handler—managing an unexpected event or crisis. – Resource allocator—assigning resources between functions and divisions, setting the budgets of lower managers. – Negotiator—reaching agreements between other managers, unions, customers, or shareholders. 1-27
    27. 27. Interpersonal RolesRoles that managers assume to provide direction and supervision to both employees and the organization as a whole. – Figurehead—symbolizing the organization’s mission and what it is seeking to achieve. – Leader—training, counseling, and mentoring high employee performance. – Liaison—linking and coordinating the activities of people and groups both inside and outside the organization. 1-28
    28. 28. Informational RolesRoles associated with the tasks needed to obtain and transmit information in the process of managing the organization. – Monitor—analyzing information from both the internal and external environment. – Disseminator—transmitting information to influence the attitudes and behavior of employees. – Spokesperson—using information to positively influence the way people in and out of the organization respond to it. 1-29
    29. 29. Levels of Management Figure 1.3 1-30
    30. 30. Areas of ManagersDepartment – A group of managers and employees who work together and possess similar skills or use the same knowledge, tools, or techniques 1-31
    31. 31. Levels of Management• First line managers - Responsible for daily supervision of the non-managerial employees who perform many of the specific activities necessary to produce goods and services• Middle managers - Supervise first-line managers. Responsible for finding the best way to organize human and other resources to achieve organizational goals 1-32
    32. 32. Levels of Management• Top managers – • Responsible for the performance of all departments and have cross-departmental responsibility. • Establish organizational goals and monitor middle managers • Decide how different departments should interact • Ultimately responsible for the success or failure of an organization 1-33
    33. 33. Levels of Management• Chief executive officer (CEO) is company’s most senior and important manager• Central concern is creation of a smoothly functioning top-management team – CEO, COO, Department heads 1-34
    34. 34. Relative Amount of Time That Managers Spend on the Four Managerial Functions Figure 1.4 1-35
    35. 35. Question?What skill is the ability to understand, alter, lead, and control the behavior of other individuals and groups?A. ConceptualB. HumanC. TechnicalD. Managerial 1-36
    36. 36. Managerial Skills• Conceptual skills – The ability to analyze and diagnose a situation and distinguish between cause and effect.• Human skills – The ability to understand, alter, lead, and control the behavior of other individuals and groups.• Technical skills – Job-specific skills required to perform a particular type of work or occupation at a high level. 1-37
    37. 37. Skill Types Needed Figure 1.5 1-38
    38. 38. Core CompetencySpecific set of departmental skills, abilities, knowledge and experience that allows one organization to outperform its competitors 1-39
    39. 39. Restructuring• Involves simplifying, shrinking, or downsizing an organization’s operations to lower operating costs – Can reduce the morale of remaining employees 1-40
    40. 40. Outsourcing• Contracting with another company, usually in a low cost country abroad, to perform a work activity the company previously performed itself• Increases efficiency by lowering operating costs, freeing up money and resources that can now be used in more effective ways 1-41
    41. 41. EmpowermentInvolves giving employees more authority and responsibility over the way they perform their work activities 1-42
    42. 42. Self-managed teamsGroups of employees who assume collective responsibility for organizing, controlling, and supervising their own work activities 1-43
    43. 43. Discussion QuestionWhat is the biggest challenge for management in a Global Environment?A. Building a Competitive AdvantageB. Maintaining Ethical StandardsC. Managing a Diverse WorkforceD. Global Crisis Management 1-44
    44. 44. Challenges for Management in a Global Environment• Rise of Global Organizations.• Building a Competitive Advantage• Maintaining Ethical Standards• Managing a Diverse Workforce• Utilizing Information Technology and Technologies• Global Crisis Management 1-45
    45. 45. Building Competitive Advantage• Competitive Advantage – ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than its competitors 1-46
    46. 46. Building Blocks of Competitive Advantage Figure 1.6 1-47
    47. 47. Building Competitive Advantage• Increasing efficiency – Reduce the quantity of resources used to produce goods or services• Increasing Quality – Improve the skills and abilities of the workforce – Introduce total quality management 1-48
    48. 48. Building Competitive Advantage• Increasing speed, flexibility, and innovation – How fast a firm can bring new products to market – How easily a firm can change or alter the way they perform their activities 1-49
    49. 49. Building Competitive Advantage• Innovation – Process of creating new or improved goods and services that customers want – Developing better ways to produce or provide goods and services 1-50
    50. 50. Turnaround Management• Difficult and complex management task• Done under conditions of great uncertainty• Risk of failure is greater for a troubled company• More radical restructuring necessary 1-51
    51. 51. Maintaining Ethical and Socially Responsible Standards• Managers are under considerable pressure to make the best use of resources• Too much pressure may induce managers to behave unethically, and even illegally 1-52
    52. 52. Managing a Diverse Workforce• To create a highly trained and motivated workforce managers must establish HRM procedures that are legal, fair and do not discriminate against organizational members 1-53
    53. 53. Global Crisis ManagementMay be the result of:• Natural causes• Manmade causes• International terrorism• Geopolitical conflicts 1-54
    54. 54. Movie Example: Office SpaceWhat type of manager is Bill Lumbergh in the movie “ Office Space”? 1-55
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