Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Fundamentals of
Core Concepts & Applications
Griffin
Eighth Edition
MANAGEMENT
.
Chapter 1
Managing and the Manager’s Job
2
4
5
6
Table 1.1
7
8
Management in Organizations
Inputs from the environment
• Human resources
• Financial resources
• Physical resources
• I...
8
Basic Purpose of Management
EFFICIENTLY
Using resources wisely and
in a cost-effective way
EFFECTIVELY
Making the right ...
9
Efficiency
versus
Effectiveness
Source: Van Fleet, David D., Contemporary Management, Second Edition.
Copyright © 1991 b...
10
The Management Process (cont’d)
• Planning and Decision Making
– Setting an organization’s goals and selecting a course...
11
The Management Process
Organizing
Determining how
best to group
activities and
resources
Controlling
Monitoring
and cor...
12
What is a Manager?
According to Ricky W. Griffin:
• Someone whose primary responsibility is to
carry out the management...
13
Kinds of Managers by Level and Area
Middle managers
Areas of Management
Levels of Management
First-line managers
Top ma...
14
Kinds of Managers by Level
• Top Managers
– The relatively small group of executives who manage
the organization’s over...
15
Kinds of Managers by Area
• Marketing Managers
– Work in areas related to getting consumers and clients
to buy the orga...
16
Kinds of Managers by Area (cont’d)
• Human Resource Managers
– Involved in human resource planning, recruiting
and sele...
Interpersonal
Informational
Decisional
1. Figurehead
2. Leader
3. Liaison
4. Monitor
5. Disseminator
6. Spokesperson
7. En...
18
• Represent the organization or department in legal, social,
ceremonial, or symbolic activities
• Generally considered ...
19
• Pervades all managerial behavior
• Influences how leaders perform other roles
• Includes:
– Hiring and training
– Giv...
20
• Interacting with people outside the
organizational unit
• Includes:
– Networking
– Developing relationships
– Gaining...
21
• Gathers information
• Analyzes the information to discover
problems and opportunities
• Includes:
– Reading memos, re...
22
• Sends information to others
• Information passed via:
– Oral means
– Telephone or voice mail
– One-on-one discussions...
23
• Provides information to people outside the
organizational unit
• Examples:
– Meeting with the boss to discuss perform...
24
• Innovative
• Initiation of improvements
• Examples:
– Developing new or improved products and
services
– Developing n...
25
• Takes corrective action during crisis or conflict
situations
• Involves reactions to unexpected events
• Leaders typi...
26
• Involves scheduling, requesting
authorization, and performing budgeting
activities
• Examples:
– Deciding what is don...
27
• Represents their organizational unit in
transactions without set boundaries
• Examples:
– Setting pay and benefits fo...
28
Table 1.2
29
Skills and
the
Manager
Figure 1.6
30
Fundamental Management Skills
• Technical
– Skills necessary to accomplish or understand the
specific kind of work bein...
31
Fundamental Management Skills
(cont’d)
• Communication
– The manager’s abilities both to convey ideas and
information e...
32
Fundamental Management Skills
• Management Skill Mixes at Different
Organizational Levels
Figure 1.7
33
Management: Science or Art?
• The Science of Management
– Assumes that problems can be approached using
rational, logic...
34
Figure 1.8
Upcoming SlideShare
Loading in …5
×

Fundamentals of Management Lecture, chapter 1

9,241 views

Published on

BBS

Published in: Leadership & Management
  • Be the first to comment

Fundamentals of Management Lecture, chapter 1

  1. 1. Fundamentals of Core Concepts & Applications Griffin Eighth Edition MANAGEMENT . Chapter 1 Managing and the Manager’s Job
  2. 2. 2
  3. 3. 4
  4. 4. 5
  5. 5. 6 Table 1.1
  6. 6. 7
  7. 7. 8 Management in Organizations Inputs from the environment • Human resources • Financial resources • Physical resources • Information resources Planning and decision making Leading Organizing Controlling Goals attained • Efficiently • Effectively Figure 1.1
  8. 8. 8 Basic Purpose of Management EFFICIENTLY Using resources wisely and in a cost-effective way EFFECTIVELY Making the right decisions and successfully implementing them And
  9. 9. 9 Efficiency versus Effectiveness Source: Van Fleet, David D., Contemporary Management, Second Edition. Copyright © 1991 by Houghton Mifflin Company. Used with permissions. Figure 1.2
  10. 10. 10 The Management Process (cont’d) • Planning and Decision Making – Setting an organization’s goals and selecting a course of action from a set of alternatives to achieve them. • Organizing – Determining how activities and resources are grouped. • Leading – The set of processes used to get organizational members to work together to advance the interests of the organization. • Controlling – Monitoring organizational progress towards goals.
  11. 11. 11 The Management Process Organizing Determining how best to group activities and resources Controlling Monitoring and correcting ongoing activities to facilitate goal attainment Planning and Decision Making Setting the organiza- tion’s goals and deciding how best to achieve them Leading Motivating members of the organization to work in the best interests of the organization Figure 1.3
  12. 12. 12 What is a Manager? According to Ricky W. Griffin: • Someone whose primary responsibility is to carry out the management process. • Someone who plans and makes decisions, organizes, leads, and controls human, financial, physical, and information resources.
  13. 13. 13 Kinds of Managers by Level and Area Middle managers Areas of Management Levels of Management First-line managers Top managers Figure 1.4
  14. 14. 14 Kinds of Managers by Level • Top Managers – The relatively small group of executives who manage the organization’s overall goals, strategy, and operating policies. • Middle Managers – Largest group of managers in organizations who are primarily responsible for implementing the policies and plans of top managers. They supervise and coordinate the activities of lower-level managers. • First-Line Managers – Managers who supervise and coordinate the activities of operating employees.
  15. 15. 15 Kinds of Managers by Area • Marketing Managers – Work in areas related to getting consumers and clients to buy the organization’s products or services. • Financial Managers – Deal primarily with an organization’s financial resources. • Operations Managers – Concerned with creating and managing the systems that create organization’s products and services.
  16. 16. 16 Kinds of Managers by Area (cont’d) • Human Resource Managers – Involved in human resource planning, recruiting and selection, training and development, designing compensation and benefit systems, formulating performance appraisal systems. • Administrative Managers – Generalists who are familiar with all functional areas of management and who are not associated with any particular management specialty.
  17. 17. Interpersonal Informational Decisional 1. Figurehead 2. Leader 3. Liaison 4. Monitor 5. Disseminator 6. Spokesperson 7. Entrepreneur 8. Disturbance-handler 9. Resource-allocator 10. Negotiator Managerial Roles 17 Figure 1.5
  18. 18. 18 • Represent the organization or department in legal, social, ceremonial, or symbolic activities • Generally considered a top management function • However, leaders throughout the organization can perform this role • Includes: – Signing official documents – Entertaining clients and official visitors – Speaking engagements (formal and informal) – Presiding at meetings and ceremonies Interpersonal: Figurehead Role
  19. 19. 19 • Pervades all managerial behavior • Influences how leaders perform other roles • Includes: – Hiring and training – Giving instructions and coaching – Evaluating performance Interpersonal: Leader Role
  20. 20. 20 • Interacting with people outside the organizational unit • Includes: – Networking – Developing relationships – Gaining information and favors – Serving on committees – Attending professional meetings – Keeping in touch with other people and organizations Interpersonal: Liaison Role
  21. 21. 21 • Gathers information • Analyzes the information to discover problems and opportunities • Includes: – Reading memos, reports, and publications – Talking to others – Attending meetings – Observing competitors Informational: Monitor Role
  22. 22. 22 • Sends information to others • Information passed via: – Oral means – Telephone or voice mail – One-on-one discussions – Meetings – Written media – E-mail – Printed documents – Handwritten notes Informational: Disseminator Role
  23. 23. 23 • Provides information to people outside the organizational unit • Examples: – Meeting with the boss to discuss performance – Meeting with the budget officer to discuss the unit budget – Answering letters – Reporting information to the government Informational: Spokesperson Role
  24. 24. 24 • Innovative • Initiation of improvements • Examples: – Developing new or improved products and services – Developing new ways to process products and services – Purchasing new equipment Decisional: Entrepreneur Role
  25. 25. 25 • Takes corrective action during crisis or conflict situations • Involves reactions to unexpected events • Leaders typically give this role priority • Examples: – A union strike – Equipment breakdown – Needed material not arriving on time – Tight schedules Decisional: Disturbance-Handler Role
  26. 26. 26 • Involves scheduling, requesting authorization, and performing budgeting activities • Examples: – Deciding what is done now, later, or not at all – Setting priorities and time management – Allocating raises, overtime, and bonuses – Scheduling employee, equipment, and material use Decisional: Resource-Allocator Role
  27. 27. 27 • Represents their organizational unit in transactions without set boundaries • Examples: – Setting pay and benefits for a new professional employee or manager – Reaching agreement on a labor union contract – Contracting with customers or suppliers Decisional: Negotiator Role
  28. 28. 28 Table 1.2
  29. 29. 29 Skills and the Manager Figure 1.6
  30. 30. 30 Fundamental Management Skills • Technical – Skills necessary to accomplish or understand the specific kind of work being done in an organization. • Interpersonal – The ability to communicate with, understand, and motivate both individuals and groups. • Conceptual – The manager’s ability to think in the abstract. • Diagnostic – The manager’s ability to visualize the most appropriate response to a situation.
  31. 31. 31 Fundamental Management Skills (cont’d) • Communication – The manager’s abilities both to convey ideas and information effectively to others and to receive ideas and information effectively from others. • Decision-Making – The manager’s ability to recognize and define problems and opportunities correctly and then to select an appropriate course of action to solve the problems and capitalize on opportunities. • Time-Management – The manager’s ability to prioritize work, to work efficiently, and to delegate appropriately.
  32. 32. 32 Fundamental Management Skills • Management Skill Mixes at Different Organizational Levels Figure 1.7
  33. 33. 33 Management: Science or Art? • The Science of Management – Assumes that problems can be approached using rational, logical, objective, and systematic ways. – Requires technical, diagnostic, and decision-making skills and techniques to solve problems. • The Art of Management – Decisions are made and problems solved using a blend of intuition, experience, instinct, and personal insights. – Requires conceptual, communication, interpersonal, and time-management skills to accomplish the tasks associated with managerial activities.
  34. 34. 34 Figure 1.8

×