Management At A Glance

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  • A process designed to achieve an organization’s objectives by using its resources effectively and efficiently in a changing environment. The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently. Management is a complex & ever changing art & therefore any definition is likely to be contentious. Perhaps the simplest definition is: Every job has some managerial elements. No job is entirely managerial.
  • Individuals in organizations who make decisions about the use of resources and who are concerned with planning, organizing, leading, and controlling the organization’s activities to reach its objectives.
  • Levels of Management First-line managers Responsible for day-to-day operations. Supervise people performing activities required to make the good or service. Middle managers Supervise first-line managers. Are responsible to find the best way to use departmental resources to achieve goals. Top managers Responsible for the performance of all departments and have cross-departmental responsibility. Establish organizational goals and monitor middle managers. Form top management team along with the CEO and COO.
  • Leadership Skills Technical Expertise Conceptual Skills Analytical Skills Human Relations Skills
  • Management At A Glance

    1. 1. Myo Min Chief Operating Officer Blazon DS [Mandalay] British Council : MDY Date : 24 th July 2004 Management: at a Glance
    2. 2. <ul><li>To introduce </li></ul><ul><ul><li>definition </li></ul></ul><ul><ul><li>route </li></ul></ul><ul><ul><li>the functions, </li></ul></ul><ul><ul><li>processes and </li></ul></ul><ul><ul><li>context of managerial work in organizations. </li></ul></ul>Scope of the Content
    3. 3. <ul><li>The process ( planning, organizing, leading, and controlling ) of reaching goals by working with & through people & resources ( Skills – Knowledge – Information - Raw materials – Machinery – Financial - capital ) effectively & efficiently. </li></ul>Management
    4. 4. <ul><ul><li>The people responsible for supervising the use of an organization’s resources to meet its goals. </li></ul></ul><ul><ul><li>As a manager responsible for a particular part of an organization & possibly for the work of others, it is particularly important to manage yourself effectively. </li></ul></ul>Managers
    5. 5. Efficiency, Effectiveness, and Performance in an Organization
    6. 6. Functions Managers Planning activities to achieve the organization's objectives Organizing resources and activities to achieve the organization’s objectives Staffing the organization with qualified people Directing employees’ activities toward achievement of objectives Controlling the organization’s activities to keep it on course
    7. 7. <ul><li>Good Managers are Made, not Born: </li></ul><ul><ul><li>Experience </li></ul></ul><ul><ul><ul><li>Promoting employees from within </li></ul></ul></ul><ul><ul><ul><li>Hiring managers from other organizations </li></ul></ul></ul><ul><ul><li>Academic qualification </li></ul></ul><ul><ul><ul><li>Followed by accelerated training </li></ul></ul></ul><ul><ul><ul><li>Management qualification </li></ul></ul></ul><ul><ul><ul><ul><li>Hiring managers graduating from colleges and universities </li></ul></ul></ul></ul><ul><ul><li>Only CONNECT </li></ul></ul>Where do Managers come from?
    8. 8. Types of Manager <ul><li>Levels of Management </li></ul><ul><ul><li>Top managers </li></ul></ul><ul><ul><ul><li>Responsible for the performance of all departments and have cross-departmental responsibility. </li></ul></ul></ul><ul><ul><ul><li>Establish organizational goals and monitor middle managers. </li></ul></ul></ul><ul><ul><ul><li>Form top management team along with the CEO </li></ul></ul></ul><ul><ul><li>Middle managers </li></ul></ul><ul><ul><ul><li>Supervise first-line managers. Are responsible to find the best way to use departmental resources to achieve goals. </li></ul></ul></ul><ul><ul><li>First-line managers </li></ul></ul><ul><ul><ul><li>Responsible for day-to-day operations. Supervise people performing activities required to make the good or service. </li></ul></ul></ul><ul><ul><ul><li>Responsible for day-to-day operations. Supervise people performing activities required to make the good or service. </li></ul></ul></ul>
    9. 9. Levels of Manager First-Line Management Foreman, Supervisors, Office Managers Middle Management Plant Managers, Division Managers, Department Managers Top Management President, CEO, Executive Vice Presidents
    10. 10. IT and Managerial Roles and Skills <ul><li>Information Technology (IT) is increasingly used to help managers adopt a cross-departmental view of their organization. </li></ul><ul><li>Managerial Role </li></ul><ul><ul><li>The set of specific tasks that a person is expected to perform because of the position he or she holds in the organization. </li></ul></ul><ul><li>Roles are defined into three role categories (as identified by Mintzberg): </li></ul><ul><ul><li>Interpersonal  Informational  Decisional </li></ul></ul>
    11. 11. Decisional Roles <ul><li>Roles associated with methods managers use in planning strategy and utilizing resources: </li></ul><ul><ul><li>Entrepreneur — deciding which new projects or programs to initiate and to invest resources in. </li></ul></ul><ul><ul><li>Disturbance handler —managing an unexpected event or crisis. </li></ul></ul><ul><ul><li>Resource allocator — assigning resources between functions and divisions, setting the budgets of lower managers. </li></ul></ul><ul><ul><li>Negotiator —reaching agreements between other managers, unions, customers, or shareholders. </li></ul></ul>
    12. 12. Informational Roles <ul><li>Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization: </li></ul><ul><ul><li>Monitor — analyzing information from both the internal and external environment. </li></ul></ul><ul><ul><li>Disseminator — transmitting information to influence the attitudes and behavior of employees. </li></ul></ul><ul><ul><li>Spokesperson — using information to positively influence the way people in and out of the organization respond to it. </li></ul></ul>
    13. 13. Interpersonal Roles <ul><li>Roles that managers assume to provide direction and supervision to both employees and the organization as a whole: </li></ul><ul><ul><li>Figurehead — symbolizing the organization’s mission and what it is seeking to achieve. </li></ul></ul><ul><ul><li>Leader — training, counseling, and mentoring high employee performance. </li></ul></ul><ul><ul><li>Liaison —linking and coordinating the activities of people and groups both inside and outside the organization. </li></ul></ul>
    14. 14. <ul><li>Conceptual Skills </li></ul><ul><ul><li>The ability to analyze and diagnose a situation and distinguish between cause and effect. </li></ul></ul><ul><li>Human Skills </li></ul><ul><ul><li>The ability to understand, alter, lead, and control the behavior of other individuals and groups. </li></ul></ul><ul><li>Technical Skills </li></ul><ul><ul><li>The specific knowledge and techniques required to perform an organizational role. </li></ul></ul>Managerial Skills
    15. 15. <ul><li>Increasing Number of Global Organizations. </li></ul><ul><li>Building a Competitive Advantage. </li></ul><ul><li>Maintaining Ethical Standards. </li></ul><ul><li>Managing a Diverse Workforce. </li></ul><ul><li>Utilizing Information Technology and E-commerce. </li></ul><ul><li>The managerial process </li></ul><ul><li>Most managers engage in more than one activity at a time and often move back and forth between activities in unpredictable ways </li></ul>Challenges for Management in a Global Environment

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