BUS 51 - Mosley7e ch01

639 views

Published on

Cengage Professor, Karen Gordon-Brown, Peralta Community College District @ Merritt College, Oakland, CA
kgordon@peralta.edu

Published in: Business, Career
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
639
On SlideShare
0
From Embeds
0
Number of Embeds
65
Actions
Shares
0
Downloads
27
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

BUS 51 - Mosley7e ch01

  1. 1. Part 1 Overview Chapter 1 Supervisory Management Roles and Challenges Mosley • Pietri PowerPoint Presentation by Charlie Cook The University of West Alabama © 2008 Thomson/South-Western All rights reserved.
  2. 2. Learning Objectives Learning Objectives After reading and studying this chapter, you should be able to: 1. Explain why management is needed in all organizations. 2. Describe the different levels of management. 3. Discuss what managers do. 4. Explain the basic skills required for effective management. 5. Explain where supervisors come from. 6. Clarify the different relationships supervisory managers have with others. © 2008 Thomson/South-Western. All rights reserved. 1–2
  3. 3. Learning Objectives (cont’d) Learning Objectives (cont’d) After reading and studying this chapter, you should be able to: 7. Discuss the emerging position of supervisory managers. 8. Discuss some trends challenging supervisors. © 2008 Thomson/South-Western. All rights reserved. 1–3
  4. 4. EXHIBIT 1.1 Partial Organization Chart for AutoFin Southeast Division © 2008 Thomson/South-Western. All rights reserved. 1–4
  5. 5. The Need for Management • Organization  A group of people working together in a structured situation for a common objective. • Basic Organizational Activities 1. Operations Producing an organization’s product or service. 1. Marketing  Selling and distributing an organization’s product or service. 1. Financing  Providing or using funds to produce and distribute an organization’s product or service.  © 2008 Thomson/South-Western. All rights reserved. 1–5
  6. 6. What is Management? • Management  Working with people to achieve objectives by effective decision making and coordinating available resources. • Basic Resources  Human resources  The people an organization requires for operations.  Physical resources  Items an organization requires for operations.  Financial resources  The money, capital, and credit an organization requires for operations. © 2008 Thomson/South-Western. All rights reserved. 1–6
  7. 7. EXHIBIT 1.2 How Management Combines the Organization’s Resources into a Productive System © 2008 Thomson/South-Western. All rights reserved. 1–7
  8. 8. Levels of Management • What the organization assigns to you:  Authority  The right to tell others how to act to reach objectives. • What the organization expects of you:  Responsibility  The obligation of an employee to accept a manager’s delegated authority. © 2008 Thomson/South-Western. All rights reserved. 1–8
  9. 9. EXHIBIT 1.3 How Management Authority and Responsibility Increase at Higher Levels Responsible for the entire or a major segment of the organization. Responsible for a substantial part of the organization. Controls operations of smaller organizational units © 2008 Thomson/South-Western. All rights reserved. 1–9
  10. 10. What Do Managers Do? • Managerial Functions  The broad classification of activities that all managers perform 1. 2. 3. 4. 5. Planning Organizing Staffing Leading Controlling © 2008 Thomson/South-Western. All rights reserved. 1–10
  11. 11. EXHIBIT 1.4 The Management Functions in Action © 2008 Thomson/South-Western. All rights reserved. 1–11
  12. 12. EXHIBIT 1.5 How the Management Functions Are Related © 2008 Thomson/South-Western. All rights reserved. 1–12
  13. 13. Management: Key Pioneers • Frederick W. Taylor (1856–1915)  Developed “Scientific Management”  Focused on operational efficiencies in work methods to increase worker output. • Henri Fayol (1841–1925)  Published General and Industrial Management.  Advocated the study of management.  His “principles” of management were precursors to modern management functions of planning, organizing, staffing, and controlling. © 2008 Thomson/South-Western. All rights reserved. 1–13
  14. 14. EXHIBIT 1.6 Roles Played by Managers Interpersonal Roles Figurehead Leader Liaison Informational Roles Monitor Disseminator Spokesperson Decision-Making Roles Entrepreneur Disturbance handler Resource allocator Negotiator Source: “Roles Played by Managers,” adapted from The Nature of Managerial Work by Henry Mintzberg. Copyright © 1973 by Henry Mintzberg. Reprinted by permission of Henry Mintzberg. © 2008 Thomson/South-Western. All rights reserved. 1–14
  15. 15. Skills Required for Effective Management • Conceptual Skills  Mental ability to become aware of and identifying relationships among different pieces of information. • Human Relations Skills  Understanding other people and interacting effectively. • Administrative Skills  Establishing and following procedures to process paperwork in an orderly manner. • Technical Skills  Understanding and being able to supervise effectively specific processes required. © 2008 Thomson/South-Western. All rights reserved. 1–15
  16. 16. EXHIBIT 1.7 The Relative Importance of Managerial Skills at Different Managerial Levels © 2008 Thomson/South-Western. All rights reserved. 1–16
  17. 17. The Transition: Where Supervisors Come From • Internal Promotion  Advantages in choosing an internal candidate  Current knowledge of operations  A known performer  Provides rewards and incentive for performance  Disadvantages  Lack of management skills  Unprepared for position © 2008 Thomson/South-Western. All rights reserved. 1–17
  18. 18. EXHIBIT 1.8 The Supervisor’s Network of Relationships 3 2 1 Supervisors are linking pins who are members of, and link or lock together, independent groups within an organization. —Rensis Likert © 2008 Thomson/South-Western. All rights reserved. 1–18
  19. 19. EXHIBIT 1.9 The Flow of Supervisors’ Organizational Relationships An experienced manager who acts as an advocate and teacher for a younger, less experienced manager. A union member elected by other members to represent their interests to management. © 2008 Thomson/South-Western. All rights reserved. 1–19
  20. 20. EXHIBIT 1.10 Changing Views of Supervisor’s Job Traditional View of Supervisor’s Job Emerging View of Supervisor’s Job Supervisor-focused work unit Team-focused work unit Dominant role Supportive role Technical skills emphasis Facilitation skills emphasis Seeking stability Encouraging change Telling, selling skills Listening skills Personal responsibility for results Shared responsibility for results Personal problem solving Team problem solving Narrow, vertical communication Broader, horizontal, external communication Fear, pressure used to motivate employees Autocratic decision style Pride, recognition, growth used to motivate employees Participative decision style © 2008 Thomson/South-Western. All rights reserved. 1–20
  21. 21. Characteristics of “Exceptional” Supervisors • Were competent, caring, and committed both to getting the job done and to supporting their employees. • Pushed for high quality, provided clear direction, and motivated employees with timely, accurate feedback. • Willingly shared information with personnel. • Were committed to teamwork and employee participation in the department’s decisions. • Shared skills and knowledge willingly and saw their role as one of coach rather than driver. • Understood what was involved beyond their own units, from the broader perspectives of the plant. • Took the initiative in implementing changes and new approaches. © 2008 Thomson/South-Western. All rights reserved. 1–21
  22. 22. Characteristics of “Average” Supervisors • Set narrowly defined goals and had more specific performance standards. • Were less attuned to the plant’s overall goals and focused more narrowly on their own unit. • Provided less information or feedback about performance to their work groups. • Were less flexible, less innovative, and less willing to change. • Maintained tighter controls and were uncomfortable practicing participative management. © 2008 Thomson/South-Western. All rights reserved. 1–22
  23. 23. Trends Challenging Supervisors • Dealing with a more diverse workforce. • Emphasizing team performance. • Coping with exploding technology. • Adjusting to occupational and industry shifts. • Meeting global challenges. • Improving quality and productivity. • Improving ethical behavior. • Responding to crises. © 2008 Thomson/South-Western. All rights reserved. 1–23
  24. 24. Dealing with a More Diverse Workforce • Diversity  The wide range of distinguishing employee characteristics, such as sex, age, race, ethnic origin, and other factors. • Glass Ceiling  The invisible barrier that limits women from advancing in an organization. © 2008 Thomson/South-Western. All rights reserved. 1–24
  25. 25. Emphasizing Team Performance • Empowerment  Granting employees authority to make key decisions within their area of responsibility. • Team Advisors  Supervisors who share responsibility with team for cost, quality, and prompt delivery of products. © 2008 Thomson/South-Western. All rights reserved. 1–25
  26. 26. Adjusting to Occupational and Industry Shifts • Reinvention  Organizations dramatically changing such elements as their size, organizational structure, and markets. • Reengineering  Rethinking and redesigning processes to dramatically improve cost, quality, service, and speed. • Downsizing  Striving to become leaner and more efficient by reducing the workforce and consolidating departments and work groups. © 2008 Thomson/South-Western. All rights reserved. 1–26
  27. 27. Important Terms Important Terms • • • • • • • • • • • • • administrative skills authority conceptual skills controlling diversity downsizing empowerment ethical dilemmas financial resources financing glass ceiling human relations skills human resources © 2008 Thomson/South-Western. All rights reserved. • • • • • • • • • • • • • leading management managerial functions marketing mentoring middle management operations organization organizing physical resources planning reengineering reinvention • relationships network • responsibility • roles • staffing • supervisory management • team advisors • technical skills • top management • union steward 1–27

×