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    Mgt4201#2 Mgt4201#2 Presentation Transcript

    • Principles of Management Introduction to Management-2 nd Part Lecture 2
    • Managerial Roles
      • Described by Mintzberg .
        • A role is a set of specific tasks a person performs because of the position he holds.
      • Roles are directed inside as well as outside the organization.
      Figure Mintzberg’s Managerial Roles 2 –
    • Interpersonal Roles
      • Roles managers assume to coordinate and interact with employees and provide direction to the organization.
        • Figurehead role: symbolizes the organization and what it is trying to achieve.
        • Leader role: train, counsel, mentor and encourage high employee performance.
        • Liaison role: link and coordinate people inside and outside the organization to help achieve goals.
      2 –
    • Informational Roles
      • Associated with the tasks needed to obtain and transmit information for management of the organization.
        • Monitor role: analyzes information from both the internal and external environment.
        • Disseminator role: manager transmits information to influence attitudes and behavior of employees.
        • Spokesperson role: use of information to positively influence the way people in and out of the organization respond to it.
      2 –
    • Decisional Roles
      • Associated with the methods managers use to plan strategy and utilize resources to achieve goals.
        • Entrepreneur role: deciding upon new projects or programs to initiate and invest.
        • Disturbance handler role: assume responsibility for handling an unexpected event or crisis.
        • Resource allocator role: assign resources between functions and divisions, set budgets of lower managers.
        • Negotiator role: seeks to negotiate solutions between other managers, unions, customers, or shareholders.
      2 –
    • The Roles That Managers Play High Moderate Low Importance Spokesperson Resource Allocator Entrepreneur Figurehead Leader Liaison, Monitor Disturbance Handler Negotiator Disseminator Entrepreneur Small Firms Large Firms 2 –
    • Managerial Skills
      • There are three skill sets that managers need to perform effectively.
        • 1. Conceptual skills: the ability to analyze and diagnose a situation and find the cause and effect.
        • 2. Human skills: the ability to understand, alter, lead, and control people’s behavior.
        • 3. Technical skills: the job-specific knowledge required to perform a task. Common examples include marketing, accounting, and manufacturing.
      • All three skills are enhanced through formal training, reading, and practice.
      2 –
    • Figure 1. 4 Skills Needed at Different Levels of Management 2 –
    • Management Challenges
      • Increasing number of global organizations.
      • Building competitive advantage through superior efficiency, quality, innovation, and responsiveness.
      • Managing an increasingly diverse work force.
      • Using new technologies.
      2 –
    • Contemporary Management Issues and Challenges
      • Acute labor shortages in high-technology job sectors and an oversupply of less skilled labor
      • The need to create challenging, motivating, and flexible work environments
      • The effects of information technology on how people work
      • The complex array of new ways of structuring organizations
      2 –
    • Contemporary Management Issues and Challenges (cont’d)
      • Increasing globalization of product and service markets
      • The renewed importance of ethics and social responsibility
      • The use of quality as the basis for competition
      2 –
    • Competencies of Tomorrow’s Managers
      • The great communicator
      • The individual coach
      • The team player
      • The technology master
      • The problem solver
      • The foreign ambassador
      • The change agent
      • The lifelong learner
      2–