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1208426521 what management_is


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A difintion of management

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1208426521 what management_is

  1. 1. Western Management Practices Module 1 What Management Is
  2. 2. Class SuggestionsYou will be expected to share your experiences and ideaswith the class as a whole. We will learn from each other.The only «bad» question is an unasked question.Don’t feel uncomfortable asking questions - it’s how tolearn.We certainly intend to ask you questions.We will frequently ask you to read or work on ahypothetical business situation. These we call «cases». Wewill expect you to share your thoughts and ideas on thecases with the class.We may want you to discuss openly in the class issueswhich you we have experienced at your enterprises and/orclients. If this represents a problem, please, let us know.
  3. 3. AgendaIntroductionsSyllabusDefinition of ManagementManagement Styles and TheoriesMotivationManaging YourselfManagement ActivityConclusions
  4. 4. IntroductionsNameBackgroundSomething interesting about yourselfWhat do you hope to learn from ourclasses?
  5. 5. SyllabusFeb. 24th – guest speaker, CharlotteSiggins, a former city attorney from SanFrancisco. Has provided strategicplanning for several NGOs.March 3rd – guest speaker, Edwin Patout,
  6. 6. What Management IsWhat are some examples of badmanagement?What are some examples of goodmanagement?
  7. 7. What Management IsManagement is the process of getting activities completed efficiently and effectively with and through other people.Management functions: Planning Organizing Staffing Directing Coordinating Reporting Budgeting (Gulick & Urwick 1937. Papers on the Science of Administration)
  8. 8. What Management IsManagement roles: • Interpersonal roles - Figurehead, Leader, Liaison • Informational roles - Monitor, Disseminator, Spokesperson • Decisional roles - Entrepreneur, Disturbance handler, Resource allocator, Negotiator (Mintzberg 1973. The Nature of Managerial Work)
  9. 9. Management Styles and Theories: Authoritative vs. ParticipativeSoft-Skilled Management  Managing by Coaching and Development (MBCD)  Management by Consensus (MBC)  Management by Interaction (MBI)  Management by Walking Around (MBWA)Hard-Skilled Management  Management by Competitive Edge (MBCE)  Management by Exception (MBE)  Management by Objectives (MBO)Managing Change  Management by Matrices (MBM)
  10. 10. Management Styles and TheoriesManaging Resources  Management by Information Systems (MBIS)Managing Leaders – “Real” LeadingManaging Expectations – StrategizingManaging Complacency – Delegating
  11. 11. The Managerial Grid
  12. 12. MotivationMaslow’s Hierarchy of Needs Actualization Status (Esteem) Love/Belonging Safety Physiological
  13. 13. Maslow’s Hierarchy of NeedsMaslow writes the following of self-actualizing people: They embrace the facts and realities of the world (including themselves) rather than denying or avoiding them. They are spontaneous in their ideas and actions. They are creative. They are interested in solving problems; this often includes the problems of others. Solving these problems is often a key focus in their lives.
  14. 14. Maslow’s Hierarchy of Needs They feel a closeness to other people, and generally appreciate life. They have a system of morality that is fully internalized and independent of external authority. They judge others without prejudice, in a way that can be termed objective.In short, self-actualization is reaching your fullest potential.
  15. 15. Hertzberg’s Two Factor TheoryMotivation Factors Include (in order of importance): Achievement Recognition Work itself Responsibility Advancement Growth
  16. 16. Hertzberg’s Two Factor TheoryHygiene Factors include (in order of importance): Company policy and administration Supervision Relationship with supervisor Work conditions Salary Relationship with peers Relationship with subordinates Personal life Status Security
  17. 17. Hertzberg ConditionsThe combination of hygiene and motivation factors can result in four conditions. High Hygiene / High Motivation: The ideal situation where employees are highly motivated and have few complaints High Hygiene / Low Motivation: Employees have few complaints but are not highly motivated. "The job is a paycheck" situation
  18. 18. Hertzberg ConditionsLow Hygiene / High Motivation:Employees are motivated but have a lot ofcomplaints. A situation where the job isexciting and challenging but salaries andwork conditions are inadequate.Low Hygiene / Low Motivation: Theworst situation. Unmotivated employeeswith lots of complaints.
  19. 19. 3 Management SuggestionsHertzberg suggested three ways that Management should rearrange work so that motivator factors can take effect: Job Enlargement - Giving employee a wider range of tasks. Job Enrichment - Giving the employee greater responsibility and scope to make decisions. Job Rotation - Rotating the work in which employees carry out.Job enrichment remains the key to designing work that motivates employees.
  20. 20. Managing YourselfUnderstanding yourself and othersMyers-Brigg Type Indicator – over 50 years ofResearch and nearly 5 million respondents or IS or NT or FJ or P
  21. 21. 4 Temperaments and MBTIKeirsey’s four "Temperaments": SP - Artisan;SJ - Guardian; NF - Idealist; and NT - Rational.ISTJ Inspector • ESTP PromoterISFJ Protector • ESFP PerformerINFJ Counselor • ENFP ChampionINTJ Mastermind • ENTP InventorISTP Crafter • ESTJ SupervisorISFP Composer • ESFJ ProviderINFP Healer • ENFJ TeacherINTP Architect • ENTJ Field Marshal
  22. 22. Management ActivityBuild the strongest or tallest Tower
  23. 23. ConclusionsPersonal ManagementMotivation of OthersAbility to LeadWhat type of manager are you?Are you a leader?
  24. 24. Q&AQuestions?