3600managing

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  • 3600managing

    1. 1. Managing and the Manager's Job <ul><li>What do managers do, anyway? </li></ul>
    2. 2. What is a Manager’s Job? <ul><li>Peters and Waterman – Treating people decently and asking them to share and produce things that work. </li></ul><ul><li>Drucker – To make people productive </li></ul>How would you define a manager’s job? ? ?
    3. 3. Organizational Resources <ul><li>Human resources: labor </li></ul><ul><li>Financial: capital </li></ul><ul><li>Physical: raw materials, production facilities and equipment </li></ul><ul><li>Information: data </li></ul>
    4. 4. What is Management? <ul><li>A set of activities </li></ul><ul><ul><li>planning and decision making, organizing, leading, and controlling </li></ul></ul><ul><li>directed at an organization’s resources </li></ul><ul><ul><li>human, financial, physical, and information </li></ul></ul><ul><li>with the aim of achieving organizational goals in an efficient and effective manner. </li></ul>
    5. 5. The Manager’s Job - Traditional Approach <ul><li>Planning - Determine what goals to set, and how to achieve them. </li></ul><ul><li>Organizing - Arranging tasks, delegating responsibility and allocating resources. </li></ul><ul><li>Leading - Inspiring and empowering employees to work toward leader’s vision. </li></ul><ul><li>Controlling - Measuring performance, compare with objectives, make corrections. </li></ul>
    6. 6. Basic Purpose of Management <ul><li>EFFICIENTLY Using resources wisely and in a cost-effective way </li></ul>EFFECTIVELY Making the right decisions and successfully implementing them And
    7. 7. Kinds of Managers by Level and Area Figure 1.3 Marketing Administration Other Human resources Operations Finance Middle managers Areas of Management Levels of Management First-line managers Top managers
    8. 8. Mintzberg “Managerial Work” Main Ideas <ul><li>Managers do a great deal of work quickly </li></ul><ul><li>Managerial work is brief, fragmented, and varied </li></ul><ul><li>Managers prefer working on things that are current, specific, and ad hoc </li></ul><ul><li>Managers’ primary job is communication </li></ul><ul><li>Managers like verbal communication best </li></ul><ul><li>Managers control their own work. </li></ul>
    9. 9. Mintzberg's Managerial Roles <ul><li>Interpersonal: Sample Activity </li></ul><ul><ul><li>Figurehead: Cuts ribbon for new plant </li></ul></ul><ul><ul><li>Leader: Encourages employees to improve productivity </li></ul></ul><ul><ul><li>Liaison: Coordinates activities of two project groups. </li></ul></ul>
    10. 10. Mintzberg's Managerial Roles <ul><li>Informational: Sample Activity </li></ul><ul><ul><li>Monitor: Scans industry reports for trends </li></ul></ul><ul><ul><li>Disseminator: Sends memos outlining new organizational goals </li></ul></ul><ul><ul><li>Spokesperson: Makes a speech to discuss plans for growth. </li></ul></ul>
    11. 11. Mintzberg's Managerial Roles <ul><li>Decisional: Sample activity </li></ul><ul><ul><li>Entrepreneur: Develops new product </li></ul></ul><ul><ul><li>Disturbance handler: Resolves conflict </li></ul></ul><ul><ul><li>Resource allocator: Reviews budget </li></ul></ul><ul><ul><li>Negotiator: Works with union on contract. </li></ul></ul>
    12. 12. The Nature of Managerial Work <ul><li>How CEOs spend a typical day </li></ul>Unscheduled Scheduled Meetings 59% Desk Work 22% Meetings 10% Telephone 6% Touring Facilities 3%
    13. 13. Managerial Skills <ul><li>Technical - can you do a market analysis? </li></ul><ul><li>Interpersonal - are you a team player? </li></ul><ul><li>Conceptual - do you see connections? </li></ul><ul><li>Diagnostic - can you find the problem? </li></ul><ul><li>Communication - can you convey ideas? </li></ul><ul><li>Decision-Making - can you allocate resources? </li></ul><ul><li>Time-Management - do you get things done? </li></ul>
    14. 14. Sources of Management Skills Figure 1.4 Sound educational base; continued life-long educational experiences Successful acquisition and utilization of basic management skills Initial job experiences; continued experiences through a variety of job assignments
    15. 15. Future Managers <ul><li>In California, UCSF study shows: </li></ul><ul><ul><li>33% of all employees (ee’s) hold single, full-time job year round </li></ul></ul><ul><ul><li>22% of ee’s with full-time jobs have held them for at least three years </li></ul></ul><ul><ul><li>40% of all ee’s have held same job for past 3 years </li></ul></ul>Given these statistics, what do you think managers will do in the future? ? ?

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