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Topic 1 mp_managers_and_management

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Topic 1 mp_managers_and_management

  1. 1. Chapter 1 Managers and Management Copyright ©2013 Pearson Education 1-1
  2. 2. Learning Outcomes• Tell who managers are and where they work.• Define management.• Describe what managers do.• Explain why it’s important to study management.• Describe the factors that are reshaping and redefining management. Copyright ©2013 Pearson Education 1-2
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  4. 4. Who Are Managers? Where Do They Work?• Organization – A deliberate arrangement of people brought together to accomplish a specific purpose• Common Characteristics of Organizations – Goals – People – Structure Copyright ©2013 Pearson Education 1-4
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  6. 6. How Are Managers Different from Nonmanagerial Employees?• Nonmanagerial Employees – People who work directly on a job or task and have no responsibility for overseeing the work of others – Examples: Associates and Team Members• Managers – Individuals in organizations who direct the activities of others Copyright ©2013 Pearson Education 1-6
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  8. 8. What Titles Do Managers Have?• Top Managers – Make decisions about the direction of the organization – Examples: President, Chief Executive Officer, Vice- President• Middle Managers – Manage the activities of other managers – Examples: District Manager, Division Manager• First-line Managers – Direct nonmanagerial employees – Examples: Supervisor, Team Leader Copyright ©2013 Pearson Education 1-8
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  10. 10. What Is Management?Management is the process of getting thingsdone effectively and efficiently, with andthrough people.•Effectiveness – “Doing the right things”: the tasks that help an organization reach its goals•Efficiency – “Doing things right”: the efficient use of such resources as people, money, and equipment Copyright ©2013 Pearson Education 1-10
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  13. 13. What Do Managers Do?In the functions approachproposed by Frenchindustrialist Henri Fayol,all managers performcertain activities orfunctions. Copyright ©2013 Pearson Education 1-13
  14. 14. Four Management Functions• Planning – Defining the organizational purpose and ways to achieve it• Organizing – Arranging and structuring work to accomplish organizational goals• Leading – Directing the work activities of others• Controlling – Monitoring, comparing, and correcting work performance Copyright ©2013 Pearson Education 1-14
  15. 15. What Are Management Roles? Copyright ©2013 Pearson Education 1-15
  16. 16. What Skills Do Managers Need?• Conceptual Skills – Used to analyze and diagnose complex situations• Interpersonal Skills – Used to work with, understand, and motivate individuals and groups• Technical Skills – Involve job-specific knowledge and techniques required to perform tasks• Political Skills – Used to build a power base and establish connections Copyright ©2013 Pearson Education 1-16
  17. 17. Is the Manager’s Job Universal?The previous discussion describe management as a generic activity. In reality, a manager’s job varies with along several dimensions• Level in the Organization – Top level managers do more planning than supervisors• Profit vs. Nonprofit – Management performance is measured on different objectives Copyright ©2013 Pearson Education 1-17
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  21. 21. Why Study Management?• We all benefit from efficiently and effectively run businesses.• Well-managed organizations prosper even in challenging economic times.• After graduation, most students become managers or are managed. Copyright ©2013 Pearson Education 1-22
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  23. 23. What Factors Are Reshaping and Redefining Management?Today, managers mustdeal with: – Changing workplaces – Ethical and trust issues – Global economic uncertainties – Changing technologies Trader Joe’s success results from outstanding customer service. Copyright ©2013 Pearson Education 1-24
  24. 24. Why Are Customers Important?• Without customers, most organizations would cease to exist.• Employee attitudes and behaviors play a big part in customer satisfaction.• Managers must create a customer-responsive environment where employees are friendly, knowledgeable, and sensitive to customer needs. Copyright ©2013 Pearson Education 1-25
  25. 25. How Do Organizations Make the Customer King? • Stew Leonard, CEO of the largest dairy business with stores in southern Connecticut and in New York, says it only has two rules in his business. • Rule 1—the customer is always right. • Rule 2—if the customer is ever wrong, reread Rule 1. Copyright ©2013 Pearson Education 1-26
  26. 26. How Do Organizations Make the Customer King? • Managers are being influenced by the Stew Leonards of the world. – Long-term success can be achieved only by satisfying the customer. – Customers have more choices than ever before, and are therefore more difficult to please. – Customers are demanding quicker service, higher quality, and more value for their money. Copyright ©2013 Pearson Education 1-27
  27. 27. Why Is Innovation Important?• “Nothing is more risky than not innovating.”• Innovation isn’t only important for high technology companies; it is essential in all types of organizations. Copyright ©2013 Pearson Education 1-28

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