This document discusses key concepts in management including:
- Management is defined as working with and through others to achieve organizational objectives efficiently in a changing environment.
- Managers at different levels (top, middle, first-line) and in different functions (general, functional, project) play various roles in planning, organizing, leading, and controlling resources.
- Successful managers demonstrate skills like communication, conceptual thinking, initiative, and the ability to adapt to changing business needs and environments.
- The role and skills required of managers is evolving as organizations grow in size and complexity and business environments become more global and technology-driven.
General management & leadership course ;workplace stress ;attitudes & c...David Mazanga
Its a summarised General Management and Leadership Skills as well as Workplace Stress ,Attitudes ,Time and Change Management full elaborated Presentation by Sir David Mazanga in Otjiwarongo ,Namibia on the 12th -23rd of October 2015. It is the course attended by various delegates from Ministry of Works and Transport Windhoek ,Namibia and Omusati Regional Council Staff Members for the duration of Two(2) Weeks at Regional Institute for Management Training(RIMT) -www.rimt.co.za
General Management & Leadership Course ;Workplace Stress ;Attitudes &; Chan...Donald Donald
A well-comprehensive and Researched General Management and Leadership Skills Course coupled with Workplace Stress ,Attitudes ,Time and Change Management which was held in Windhoek ,Namibia at Protea Hotel Thuringerhof in Independence Avenue thus opposite Windhoek Central Police Head Office on the 18th -29th April 2016 by Sir David Mazanga ;Cell: (+264)-81 694 2888_(whatsApp & Viber );Email: coordinator@rimt.co.za
General management & leadership course ;workplace stress ;attitudes & c...David Mazanga
Its a summarised General Management and Leadership Skills as well as Workplace Stress ,Attitudes ,Time and Change Management full elaborated Presentation by Sir David Mazanga in Otjiwarongo ,Namibia on the 12th -23rd of October 2015. It is the course attended by various delegates from Ministry of Works and Transport Windhoek ,Namibia and Omusati Regional Council Staff Members for the duration of Two(2) Weeks at Regional Institute for Management Training(RIMT) -www.rimt.co.za
General Management & Leadership Course ;Workplace Stress ;Attitudes &; Chan...Donald Donald
A well-comprehensive and Researched General Management and Leadership Skills Course coupled with Workplace Stress ,Attitudes ,Time and Change Management which was held in Windhoek ,Namibia at Protea Hotel Thuringerhof in Independence Avenue thus opposite Windhoek Central Police Head Office on the 18th -29th April 2016 by Sir David Mazanga ;Cell: (+264)-81 694 2888_(whatsApp & Viber );Email: coordinator@rimt.co.za
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
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Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
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Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
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Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
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2. Management Defined
• Management
The process of working with and through
others to achieve organizational objectives in
a changing environment.
Management entails the effective and efficient
use of limited resources.
4. Working with and
Through Others
• Management is a social process in which
managers get things done by working with and
through others.
• Shortcomings of “derailed” managers
Problems with interpersonal relationships
Failure to meet business objectives
Failure to build and lead a team
Inability to change and adapt during a transition
5. Achieving Organizational
Objectives
• An objective is a target to be strived for and
attained.
Challenging yet achievable objectives provide
guidance for effective and efficient actions by
individuals and organizations.
11. Making the Most of Limited Resources
• We live in a world of scarcity.
• There is a lopsided use of resources.
• Our planet is becoming increasingly
crowded.
• Over 80% of the world’s population lives in
poor and less-developed countries.
• Managers are responsible for the efficient
and effective use of the basic factors of
production–land, labor, and capital.
12. Coping with a Changing Environment
• Five Major Sources of Change for Today’s
Managers
Globalization
Environmentalism
An ethical reawakening
The Internet and the e-business revolution
The evolution of product quality
14. Four Realities of
Managing Today
1. The only certainty today is change.
2. Speed, teamwork, and flexibility are the orders
of the day.
3. Managers at all levels need to stay close to
the customer.
4. Without continuous improvement and lifelong
learning, there can be no true economic
progress.
15. What Is an Organization?
• Organization
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.
Where managers work (manage)
• Common characteristics
Goals
Structure
People
17. People Differences
• Operatives
People who work directly on a job or task and have
no responsibility for overseeing the work of others
• Managers
Individuals in an organization who direct the activities
of others
18. 1–18
Who is a Manager?
• Someone whose primary responsibility is to
carry out the management process.
• Someone who plans and makes decisions,
organizes, leads, and controls
human, financial, physical,
and information resources.
20. Differences Among Managers
• The Three Levels of Management
Top managers
CEO, president, or vice president
Middle managers
Sales manager, branch manager, or department head
First-line managers
Crew leader, supervisor, head nurse, or office manager
Individual Contributors (ICs)
Non-management operative employees
– Workers in the organization who are supervised by first-line
managers.
Professionals/Specialists/Technicians (Knowledge
Workers)
21. Management Levels and Functional Areas
INDIVIDUAL CONTRIBUTORS OFTEN REPORT ANYWHERE
SOME
ORGANIZATIONS
“FLIP” THIS CHART
UPSIDE DOWN
22. Types of Managers
• General Managers
Supervise the activities of several departments.
• Functional Managers
Supervise the activities of related tasks.
Common functional areas:
Marketing/Sales/Product Development
Operations/Production/Services Delivery
Finance/Accounting
Human Resources/personnel management
Infrastructure (IT, Real Estate, Legal)
• Project Managers
Coordinate employees across several functional departments
to accomplish a specific task.
23. What Managers Do
• Managerial activities differ by
The functions managers serve
The roles in which managers operate
The dimensions of each manager’s job
Skills Approach
24. Management in Organizations
Inputs from the environment
• Human resources
• Financial resources
• Physical resources
• Information resources
Planning
and decision
making
Leading
Organizing
Controlling
Goals attained
• Efficiently
• Effectively
26. Management Process
• Planning
Includes defining goals, establishing strategy, and
developing plans to coordinate activities
• Organizing
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
27. Management Process
• Leading
Includes motivating employees, directing the activities
of others, selecting the most effective communication
channel, and resolving conflicts
• Controlling
The process of monitoring performance,
comparing it with goals, and
correcting any significant
deviations
28. Distribution of Time per Activity by
Organizational Level
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.
29. What Managers Actually Do (Mintzberg)
• Interaction
with others
with the organization
with the external context
of the organization
• Reflection
thoughtful thinking
• Action
practical doing
34. Managerial Job Dimensions
• Activities or duties that must
be carried out
• Standards or levels of
minimum performance that
must be met.
Demands
35. Managerial Job Dimensions
• Factors that limit the
response of the manager
Time
Budgets
Technology
Attitudes of subordinates
Legal regulations
Demands
Constraints
36. Managerial Job Dimensions
• Discretionary behavior
How work is to be done
How much work is to be done
Who will do the work
What initiatives will be
undertaken from almost
infinite possibilities
Demands
Constraints
Choices
37.
38.
39. What Skills Do Managers Need?
Interpersonal skills
Sensitivity
Persuasiveness
Empathy
Conceptual skills
Logical reasoning
Judgment
Analytical abilities
Technical skills
Specialized knowledge
(Including when and
how to use the skills)
40. Importance
Importance of Managerial Skills at
Different Organizational Levels
High
Low
Entry Level
Managers
Mid-Level
Managers
Top Level
Managers
Interpersonal skills
Technical skills
Conceptual skills
42. What does it take to
become a
Successful
(and Effective) Manager?
43. What Does It Take to Be a Successful
Manager?
• Management Qualities (Survey of Execs.)
Integrity, industriousness, and the ability to
get along with people
• Management Skills
Technical
Human and communication (Teaming)
Conceptual and decision-making skills
“Systems Thinking” & “Critical Thinking”
• The Ghiselli Study (6 Traits of Manager
Success – Inverse Order)
6) Initiative, 5)self-assurance,4) decisiveness, 3)
intelligence, 2) need for occupational
achievement, and 1) supervisory ability
44. Is The Manager’s Job Universal?
• Level in the organization
Do managers manage differently based on where they are in the
organization?
• Profit versus not-for-profit
Is managing in a commercial enterprise different than managing
in a non-commercial organization?
• Size of organization
Does the size of an organization affect how managers function in
the organization?
• Management concepts and national borders
Is management the same in all economic, cultural, social and
political systems?
45.
46.
47.
48.
49. Microsoft Case Questions
1.Which type of resource played
the most important role in the
success of Microsoft?
a. human c. financial
b. physical d. informational
2. Which of the management skills
is stressed most in the case
study?
a. technical
b. human and communication
c. conceptual and decision-
making
3. Which of the management
functions is stressed most in the
case study?
a. planning c. leading
b. organizing d. controlling
4. Bill Gates' participation in and
coordination of small units and his
delegation of authority to
managers to run their departments
are examples of the __
management function.
a. planning c. leading
b. organizing d. controlling
5. Which primary management role
did Bill Gates use to achieve
success?
a. interpersonal-leader
b. informational-monitor
c. decisional-negotiator
6. Bill Gates is at which level of
management?
a. top b. middle c. first-line
50. Microsoft Case
7. Which type of manager is Bill
Gates?
a. general
b. functional
c. project
8. Bill Gates has greater need for
which skills?
a. technical rather than conceptual
b. conceptual rather than technical
c. a balance of both
9. How does Bill Gates spend most of
his time?
a. planning and organizing
b. leading and controlling
c. a balance of both a and b
10. Would Ghiselli (6 Traits – page
10) agree that Bill Gates has
supervisory ability?
a. Yes b. No
11. Give examples of some of the
tasks Bill Gates performs in each
of the four management functions.
12. Give examples of some of the
tasks Bill Gates performs in each
of the three management roles.
13. Do you think you would like to
work tor Bill Gates? Explain your
answer.
14. Are Bill Gates and Microsoft
ethical and socially responsible?
51. Why Study Management?
• The Value of Studying Management
The universality of management
Good management is needed in all organizations.
The reality of work
Employees either manage or are managed.
Rewards and challenges of being a manager
Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
Successful managers receive significant monetary
rewards for their efforts.
52. Ethical Problems
in the Workplace
• Lying to supervisors
• Lying on reports or falsifying records
• Stealing and theft
• Sexual harassment
• Abusing drugs or alcohol
• Conflict of interest
53. How The Manager’s Job Is Changing
• The Increasing Importance of Customers
Customers: the reason that organizations exist
Managing customer relationships is the responsibility of
all managers and employees.
Consistent high quality customer service is essential for
survival.
• Innovation
Doing things differently, exploring new territory, and
taking risks
Managers should encourage employees to be aware of
and act on opportunities for innovation.
55. How Much Importance Does the
Marketplace put on Managers?
• Good (effective) managerial skills are a scarce
commodity.
Managerial compensation packages are one measure
of the value that organizations place on them.
Management compensation reflects the market forces
of supply and demand.
Management superstars, like superstar athletes in
professional sports, are wooed with signing bonuses,
interest-free loans, performance incentive packages,
and guaranteed contracts.
58. Small-Business Management
• What is a Small Business?
An independently owned and managed profit-seeking
enterprise with fewer than 100 employees.
• Exploding Myths About Small Businesses
The 80-percent-failure-rate myth
Research shows a failure rate of only 18 percent for
small businesses over an 8-year period.
Low-wage-jobs myth
Rapidly growing small businesses (“gazelles”)
accounted for 56% of new job growth and added to the
majority of high paying jobs from 1980 to 1990.
59. Entrepreneurship
• Entrepreneurship
The process by which individuals–either on their own
or inside organizations–pursue opportunities without
regard to the resources they currently control.
• Entrepreneur’s Dilemma
Either grow with the company or have the courage to
step aside and turn control over to professional
managers with the requisite administrative skills.
60.
61. Entrepreneurship
• Traits of Entrepreneurs
Focus is on envisioned futures.
Emphasize external/market dimensions.
Display a medium-to-high tolerance for ambiguity.
Exhibit moderate-to-high risk-taking behavior.
Obtain motivation from a need to achieve.
Possess technical knowledge and experience in the
innovative area.
63. Importance of
Managerial Roles
in Small and Large
Businesses
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.