1 PART I: Introduction
Learning Outcomes   After this class, I will be able to:
<ul><li>Describe  the  difference  between managers and operative employees. </li></ul>
<ul><li>Differentiate  between  efficiency  and  effectiveness . </li></ul>
<ul><li>Describe the  four primary processes  of management. </li></ul>
<ul><li>Classify  the three levels of managers and  identify  the  primary responsibility  of each group. </li></ul>
<ul><li>Summarize  the  essential roles  performed by managers. </li></ul>
<ul><li>Discuss  whether the manager’s job is  generic . </li></ul>
<ul><li>Describe the  four general skills  necessary for becoming a successful manager. </li></ul>
<ul><li>Describe the value of  studying  management. </li></ul>
<ul><li>Identify the  relevance  of  popular   humanities  and  social science  courses to management practices. </li></ul>
<ul><li>So who Are Managers And Where Do They Work? </li></ul>
 
 
 
 
 
 
 
<ul><li>What do we mean when we  describe  something? </li></ul><ul><li>Why is difference important in describing somethin...
<ul><li>Organization </li></ul><ul><ul><li>A systematic arrangement of people brought together to accomplish some specific...
<ul><li>Common characteristics </li></ul><ul><ul><li>Goals </li></ul></ul><ul><ul><li>Structure </li></ul></ul><ul><ul><li...
Common Characteristics of Organizations Exhibit 1.1
People Differences
People Differences <ul><li>Operatives </li></ul><ul><ul><li>People who work directly on a job or task and have no responsi...
People Differences <ul><li>Managers </li></ul><ul><ul><li>Individuals in an organization who direct the activities of othe...
Organizational   Levels Exhibit 1.2
Identifying Managers <ul><li>First-line managers </li></ul><ul><ul><li>Supervisors responsible for directing the day-to-da...
Identifying Managers <ul><li>Middle managers </li></ul><ul><ul><li>Individuals at levels of management between the first-l...
Identifying Managers <ul><li>Top managers </li></ul><ul><ul><li>Individuals who are responsible for making decisions about...
How Do We Define  Management ?
<ul><li>Management </li></ul><ul><ul><li>The process of getting things done,  effectively and efficiently , through and wi...
How Do We Define Management? <ul><ul><li>Efficiency </li></ul></ul><ul><ul><ul><li>Means doing the thing correctly; refers...
How Do We Define Management? <ul><ul><li>Effectiveness </li></ul></ul><ul><ul><ul><li>Means doing the right things; goal a...
Efficiency and Effectiveness Exhibit 1.3
Management Process Activities Exhibit 1.4 Management process: planning ,  organizing ,  leading , and  controlling
Management Processes <ul><li>Planning </li></ul><ul><ul><li>Includes defining goals, establishing strategy, and developing...
Management Processes <ul><li>Organizing </li></ul><ul><ul><li>Includes determining what tasks  to be done, who is to do th...
Management Processes (cont’d) <ul><li>Leading </li></ul><ul><ul><li>Includes motivating employees, directing the activitie...
Management Processes (cont’d) <ul><li>Controlling </li></ul><ul><ul><li>The process of monitoring performance,  comparing ...
Mintzberg’s Managerial Roles <ul><li>Interpersonal </li></ul><ul><ul><li>Figurehead </li></ul></ul><ul><ul><li>Leader </li...
Is The Manager’s Job Universal? <ul><li>Level in the organization </li></ul><ul><ul><li>Do managers manage differently bas...
Distribution of Time per Activity by Organizational Level Exhibit 1.6 Source:  Adapted from T. A. Mahoney, T. H. Jerdee, a...
Importance of Managerial Roles in Small and Large Businesses Exhibit 1.7 Source:  Adapted from J. G. P. Paolillo, “The Man...
Is The Manager’s Job Universal? (cont’d) <ul><li>Management concepts and national borders </li></ul><ul><ul><li>Is managem...
General Skills for Managers <ul><li>Conceptual skills </li></ul><ul><ul><li>A manager’s mental ability to coordinate all o...
General Skills for Managers <ul><li>Interpersonal skills </li></ul><ul><ul><li>A manager’s ability to work with, understan...
General Skills for Managers <ul><li>Technical skills </li></ul><ul><ul><li>A manager’s ability to use the tools, procedure...
General Skills for Managers <ul><li>Political skills </li></ul><ul><ul><li>A manager’s ability to build a power base and e...
Specific Skills for Managers <ul><li>Behaviors related to a manager’s  effectiveness : </li></ul><ul><ul><li>Controlling t...
Why Study Management? <ul><li>We all have a vested interest in improving the way organizations are managed. </li></ul><ul>...
How Does Management Relate To Other Disciplines? Anthropology Economics Philosophy Political Science Psychology Sociology ...
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  • Day1

    1. 1. 1 PART I: Introduction
    2. 2. Learning Outcomes After this class, I will be able to:
    3. 3. <ul><li>Describe the difference between managers and operative employees. </li></ul>
    4. 4. <ul><li>Differentiate between efficiency and effectiveness . </li></ul>
    5. 5. <ul><li>Describe the four primary processes of management. </li></ul>
    6. 6. <ul><li>Classify the three levels of managers and identify the primary responsibility of each group. </li></ul>
    7. 7. <ul><li>Summarize the essential roles performed by managers. </li></ul>
    8. 8. <ul><li>Discuss whether the manager’s job is generic . </li></ul>
    9. 9. <ul><li>Describe the four general skills necessary for becoming a successful manager. </li></ul>
    10. 10. <ul><li>Describe the value of studying management. </li></ul>
    11. 11. <ul><li>Identify the relevance of popular humanities and social science courses to management practices. </li></ul>
    12. 12. <ul><li>So who Are Managers And Where Do They Work? </li></ul>
    13. 20. <ul><li>What do we mean when we describe something? </li></ul><ul><li>Why is difference important in describing something- is this differentiating? </li></ul><ul><li>What does it mean to identify and classify things? </li></ul><ul><li>Identify and classify some differences between businesses or companies, give 5 examples. </li></ul>
    14. 21. <ul><li>Organization </li></ul><ul><ul><li>A systematic arrangement of people brought together to accomplish some specific purpose; applies to all organizations—for-profit as well as not-for-profit organizations. It applies to us in this class. </li></ul></ul><ul><ul><li>Where managers work (manage). </li></ul></ul>
    15. 22. <ul><li>Common characteristics </li></ul><ul><ul><li>Goals </li></ul></ul><ul><ul><li>Structure </li></ul></ul><ul><ul><li>People </li></ul></ul>
    16. 23. Common Characteristics of Organizations Exhibit 1.1
    17. 24. People Differences
    18. 25. People Differences <ul><li>Operatives </li></ul><ul><ul><li>People who work directly on a job or task and have no responsibility for overseeing the work of others. </li></ul></ul>
    19. 26. People Differences <ul><li>Managers </li></ul><ul><ul><li>Individuals in an organization who direct the activities of others. </li></ul></ul>
    20. 27. Organizational Levels Exhibit 1.2
    21. 28. Identifying Managers <ul><li>First-line managers </li></ul><ul><ul><li>Supervisors responsible for directing the day-to-day activities of operative employees </li></ul></ul>
    22. 29. Identifying Managers <ul><li>Middle managers </li></ul><ul><ul><li>Individuals at levels of management between the first-line manager and top management </li></ul></ul>
    23. 30. Identifying Managers <ul><li>Top managers </li></ul><ul><ul><li>Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members </li></ul></ul>
    24. 31. How Do We Define Management ?
    25. 32. <ul><li>Management </li></ul><ul><ul><li>The process of getting things done, effectively and efficiently , through and with other people </li></ul></ul>
    26. 33. How Do We Define Management? <ul><ul><li>Efficiency </li></ul></ul><ul><ul><ul><li>Means doing the thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs </li></ul></ul></ul>
    27. 34. How Do We Define Management? <ul><ul><li>Effectiveness </li></ul></ul><ul><ul><ul><li>Means doing the right things; goal attainment </li></ul></ul></ul>
    28. 35. Efficiency and Effectiveness Exhibit 1.3
    29. 36. Management Process Activities Exhibit 1.4 Management process: planning , organizing , leading , and controlling
    30. 37. Management Processes <ul><li>Planning </li></ul><ul><ul><li>Includes defining goals, establishing strategy, and developing plans to coordinate activities </li></ul></ul>
    31. 38. Management Processes <ul><li>Organizing </li></ul><ul><ul><li>Includes determining what tasks to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made </li></ul></ul>
    32. 39. Management Processes (cont’d) <ul><li>Leading </li></ul><ul><ul><li>Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts </li></ul></ul>
    33. 40. Management Processes (cont’d) <ul><li>Controlling </li></ul><ul><ul><li>The process of monitoring performance, comparing it with goals, and correcting any significant deviations </li></ul></ul>
    34. 41. Mintzberg’s Managerial Roles <ul><li>Interpersonal </li></ul><ul><ul><li>Figurehead </li></ul></ul><ul><ul><li>Leader </li></ul></ul><ul><ul><li>Liaison </li></ul></ul><ul><li>Informational </li></ul><ul><ul><li>Monitor </li></ul></ul><ul><ul><li>Disseminator </li></ul></ul><ul><ul><li>Spokesperson </li></ul></ul><ul><li>Decisional </li></ul><ul><ul><li>Entrepreneur </li></ul></ul><ul><ul><li>Disturbance handler </li></ul></ul><ul><ul><li>Resource allocator </li></ul></ul><ul><ul><li>Negotiator </li></ul></ul>Exhibit 1.5
    35. 42. Is The Manager’s Job Universal? <ul><li>Level in the organization </li></ul><ul><ul><li>Do managers manage differently based on where they are in the organization? </li></ul></ul><ul><li>Profit versus not-for-profit </li></ul><ul><ul><li>Is managing in a commercial enterprise different than managing in a non-commercial organization? </li></ul></ul><ul><li>Size of organization </li></ul><ul><ul><li>Does the size of an organization affect how managers function in the organization? </li></ul></ul>
    36. 43. Distribution of Time per Activity by Organizational Level Exhibit 1.6 Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, “The Job(s) of Management.” Industrial Relations 4, no. 2 (1965), p. 103.
    37. 44. Importance of Managerial Roles in Small and Large Businesses Exhibit 1.7 Source: Adapted from J. G. P. Paolillo, “The Manager’s Self Assessments of Managerial Roles: Small vs. Large Firms,” American Journals of Small Business , January–March 1984, pp. 61–62.
    38. 45. Is The Manager’s Job Universal? (cont’d) <ul><li>Management concepts and national borders </li></ul><ul><ul><li>Is management the same in all economic, cultural, social and political systems? </li></ul></ul><ul><li>Making decisions and dealing with change. </li></ul><ul><ul><li>Do managers all make decisions and deal with change in the same ways? </li></ul></ul>
    39. 46. General Skills for Managers <ul><li>Conceptual skills </li></ul><ul><ul><li>A manager’s mental ability to coordinate all of the organization’s interests and activities </li></ul></ul>
    40. 47. General Skills for Managers <ul><li>Interpersonal skills </li></ul><ul><ul><li>A manager’s ability to work with, understand, mentor, and motivate others, both individually and in groups </li></ul></ul>
    41. 48. General Skills for Managers <ul><li>Technical skills </li></ul><ul><ul><li>A manager’s ability to use the tools, procedures, and techniques of a specialized field </li></ul></ul>
    42. 49. General Skills for Managers <ul><li>Political skills </li></ul><ul><ul><li>A manager’s ability to build a power base and establish the right connections </li></ul></ul>
    43. 50. Specific Skills for Managers <ul><li>Behaviors related to a manager’s effectiveness : </li></ul><ul><ul><li>Controlling the organization’s environment and its resources. </li></ul></ul><ul><ul><li>Organizing and coordinating. </li></ul></ul><ul><ul><li>Handling information. </li></ul></ul><ul><ul><li>Providing for growth and development. </li></ul></ul><ul><ul><li>Motivating employees and handling conflicts. </li></ul></ul><ul><ul><li>Strategic problem solving. </li></ul></ul>
    44. 51. Why Study Management? <ul><li>We all have a vested interest in improving the way organizations are managed. </li></ul><ul><ul><li>Better organizations are, in part, the result of good management. </li></ul></ul><ul><li>You will eventually either manage or be managed . </li></ul><ul><ul><li>Gaining an understanding of the management process provides the foundation for developing management skills and insight into the behavior of individuals and the organizations. </li></ul></ul>
    45. 52. How Does Management Relate To Other Disciplines? Anthropology Economics Philosophy Political Science Psychology Sociology Management

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