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Introduction to management groups g - i - the management process - august 27, 2008

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Diego Thomas
Diego Thomas

The Management Process Lecture

Business
1 of 28
MAN1006: Introduction to Management (Groups~BBA1G-I Lecture 1 – The Changing Paradigm of Management Lecturer: Oswy Gayle Wednesday August 27, 2008 University of Technology, Jamaica School of Business Administration
[object Object],[object Object],[object Object],[object Object],[object Object],L E A R N I N G O B J E C T I V E S
The Changing Dynamics of Organizations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Driving Forces (cont’d) ,[object Object],[object Object],[object Object],[object Object]
Driving Forces (cont’d) ,[object Object],[object Object],[object Object],[object Object]
Nature of Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Shift in Mindsets to Navigate Turbulence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How do we make the difference? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What Managers Do? ,[object Object],[object Object],[object Object],[object Object],Managers (or administrators ) Individuals who achieve goals through other people.
So what are we saying? Successful organizations don’t just happen... … .they are managed to be that way!
What is Management? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organizational Performance ,[object Object],[object Object],[object Object],[object Object]
The Functions of Management Input Process Output Planning Leading Resources Controlling Organizing Performance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Use influence to motivate employees Select goals and ways to attain them Assign responsibility for task accomplishment Monitor activities and make corrections
Where Managers Work? Organization A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.
Management Functions Planning A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. Organizing Determining what tasks are 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.
Management Functions (cont’d) Leading A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. Controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
Mintzberg’s Managerial Roles Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.
Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1 –1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.
Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1 –1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.
Management Skills ,[object Object],[object Object],[object Object],Manager’s Job Exhibit 1.2, page 12
Management Skills Technical skills The ability to apply specialized knowledge or expertise. Human skills The ability to work with, understand, and motivate other people, both individually and in groups. Conceptual Skills - The mental ability to analyze and diagnose complex situations. - Cognitive ability to see the organization as a whole and the relationships among its parts
Management Types - Vertical Management Levels in the Organizational Hierarchy Exhibit 1.3, p. 13
Managing in Small Businesses and Nonprofit Organizations ,[object Object],[object Object],[object Object]
Management and the New Workplace ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Management and the New Workplace ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Ethical dilemma: CanManagement Afford to Look the Other Way?
Managing During Turbulent Times ,[object Object],[object Object],[object Object],[object Object],[object Object]
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Introduction to management groups g - i - the management process - august 27, 2008

  • 1. MAN1006: Introduction to Management (Groups~BBA1G-I Lecture 1 – The Changing Paradigm of Management Lecturer: Oswy Gayle Wednesday August 27, 2008 University of Technology, Jamaica School of Business Administration
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  • 10. So what are we saying? Successful organizations don’t just happen... … .they are managed to be that way!
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  • 14. Where Managers Work? Organization A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.
  • 15. Management Functions Planning A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. Organizing Determining what tasks are 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.
  • 16. Management Functions (cont’d) Leading A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. Controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
  • 17. Mintzberg’s Managerial Roles Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.
  • 18. Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1 –1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.
  • 19. Mintzberg’s Managerial Roles (cont’d) E X H I B I T 1 –1 (cont’d) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.
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  • 21. Management Skills Technical skills The ability to apply specialized knowledge or expertise. Human skills The ability to work with, understand, and motivate other people, both individually and in groups. Conceptual Skills - The mental ability to analyze and diagnose complex situations. - Cognitive ability to see the organization as a whole and the relationships among its parts
  • 22. Management Types - Vertical Management Levels in the Organizational Hierarchy Exhibit 1.3, p. 13
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  • 28. MAKE IT AN A RUSH 4.0 TIME