The document discusses why studying management is important, noting that management skills are valuable for both career and personal success. It also outlines several new challenges facing managers today, such as globalization, technology, diversity, and knowledge management, and explains the roles and responsibilities of managers in organizations.
ГИД ПО САМОРАЗВИТИЮ-ПЕРСОНАЛЬНОМУ И ПРОФЕССИОНАЛЬНОМУ. РАЗВИТИЕ В ГРУППЕ.
1)Самооценка(сильные стороны- слабые стороны-возможности-риски). Приоритеты. Планирование действий. Развитие навыков.
2)Работа команды-работа в команде. Стадии группового развития. Взаимодействие в группе.
3)Самоанализ.
This is my presentation at the Agile Scrum International Summit 2012 in Bengaluru, India. In this, I reflect on current role of line managers and traditional practice heads. I suggest how this role needs to transform to be relevant in an Agile setting. I have taken a stab at what I think the transformed role would look like. I also share my insights based on working with line managers who have started their Agile journey - how to make this transition.
ГИД ПО САМОРАЗВИТИЮ-ПЕРСОНАЛЬНОМУ И ПРОФЕССИОНАЛЬНОМУ. РАЗВИТИЕ В ГРУППЕ.
1)Самооценка(сильные стороны- слабые стороны-возможности-риски). Приоритеты. Планирование действий. Развитие навыков.
2)Работа команды-работа в команде. Стадии группового развития. Взаимодействие в группе.
3)Самоанализ.
This is my presentation at the Agile Scrum International Summit 2012 in Bengaluru, India. In this, I reflect on current role of line managers and traditional practice heads. I suggest how this role needs to transform to be relevant in an Agile setting. I have taken a stab at what I think the transformed role would look like. I also share my insights based on working with line managers who have started their Agile journey - how to make this transition.
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
How to deal with hard times
1.Set 3 goals
2.Put solutions.
3.Remember your success.
4.Accepte them when they come.
5. desire
6.When time is difficult do not forget gratitude
7.Take control on your life.
8.Never give up never quit
1. Why Study Management?
Why Study Management?
• The better you can work with people, the more
successful you will be in both your personal and
your professional lives.
– Employers want to hire employees
who can participate in managing
the firm.
– Even nonmanagers are being
trained to perform management
functions.
2. Why Study Management? (cont’d)
Why Study Management? (cont’d)
• The study of management builds the skills needed in
today’s workplace to succeed in:
– Becoming a partner in managing your organization
through participative management.
– Working in a team and sharing in decision making and
other management tasks.
• The study of management also applies directly to your
personal life in helping you to:
– Communicate with and interact with people every day.
– Make personal plans and decisions, set goals, prioritize
what you will do, and get others to do things for you.
3. What Is a Manager’s Responsibility?
What Is a Manager’s Responsibility?
• Manager
– The individual responsible for achieving
organizational objectives through efficient and
effective utilization of resources.
• The Manager’s Resources
– Human, financial, physical, and informational
• Performance
– Means of evaluating how effectively and
efficiently managers use resources to achieve
objectives.
4. What Does It Take to Be a Successful Manager?
What Does It Take to Be a Successful Manager?
• Management Qualities
– Integrity, industriousness, and the
ability to get along with people
• Management Skills
– Technical
– Human and communication
– Conceptual and decision-making
skills
• The Ghiselli Study
– Initiative, self-assurance,
decisiveness, intelligence, need
for occupational achievement, and
supervisory ability
5. What Do Managers Do?
What Do Managers Do?
• Management Functions
– Planning
• Setting objectives and determining in advance
exactly how the objectives will be met.
– Organizing
• Delegating and coordinating tasks
and allocating resources to achieve
objectives.
– Leading
• Influencing employees to work
toward achieving objectives.
– Controlling
• Establishing and implementing mechanisms to
ensure that objectives are achieved.
6. The Systems Relationship among the Management Functions
The Systems Relationship among the Management Functions
Planning
Controlling Organizing
Leading
7. Management Roles
Management Roles
• Role
– A set of expectations of how one will behave in a
given situation.
• Management Role Categories (Mintzberg)
– Interpersonal
• Figurehead, leader, and liaison
– Informational
• Monitor, disseminator, and spokesperson
– Decisional
• Entrepreneur, disturbance handler, resource
allocator, and negotiator
8. Ten Roles Managers Play
Ten Roles Managers Play
Managers play various roles as necessary while performing their
management functions so as to achieve organizational objectives.
Exhibit 1–4
9. Differences Among Managers
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
– Nonmanagement operative employees
• Workers in the organization who are supervised by first-
line managers.
10. Management Levels and Functional Areas
Management Levels and Functional Areas
Exhibit 1–5
11. Types of Managers
Types of Managers
• General Managers
– Supervise the activities of several departments.
• Functional Managers
– Supervise the activities of related tasks.
– Common functional areas:
• Marketing
• Operations/production
• Finance/accounting
• Human resources/personnel management
• Project Managers
– Coordinate employees across several functional
departments to accomplish a specific task.
12. New Workplace Issues and Challenges
New Workplace Issues and Challenges
Technology and Speed
Networking and
Globalization
Boundaryless
Relationships and Diversity
Ethics and Knowledge,
Social Learning,
Responsibility Quality, and
Continuous
Improvement
Participative
Management, Knowledge
Empowerment, Management
and Teams
Change, Creativity, Innovation,
and Entrepreneurship
13. New Workplace Issues and Challenges (cont’d)
New Workplace Issues and Challenges (cont’d)
• Technology and Speed
– E-business: work done by using electronic
linkages (including the Internet) between
employees, partners, suppliers, and customers.
– E-commerce: business exchanges or
transactions that occur electronically.
• Globalization and Diversity
– Mergers are creating larger globalized firms.
– Firms competing globally have to act locally.
– Diversity is increasing as minorities grow and
markets globalize.
15. New Workplace Issues and Challenges (cont’d)
New Workplace Issues and Challenges (cont’d)
• Knowledge, Learning, Quality, and Continuous
Improvement
– Information is the foundation of knowledge
which, in turn, is the foundation of competitive
advantage.
• Knowledge workers
• The learning organization
• Knowledge Management
– Involves everyone in an organization in sharing
knowledge and applying it to continuously
improve products and processes.
16. New Workplace Issues and Challenges (cont’d)
New Workplace Issues and Challenges (cont’d)
• Change, Creativity, Innovation, and
Entrepreneurship
– Knowledge management requires that people
change in order to continually improve.
– The speed of change in modern business has
increased because of globalization and changes
in technology.
– Creativity is coming up with new ideas for
improvements, and innovation is implementing
those ideas.
– Entrepreneurship is about generating creative
ideas and using them through innovation.
17. New Workplace Issues and Challenges (cont’d)
New Workplace Issues and Challenges (cont’d)
• Participative Management, Empowerment,
and Teams
– Empowering employees to share in
performing management functions by
working in teams.
– Learning organizations manage knowledge
well by empowering teams to be creative
and innovative.
• Ethics and Social Responsibility
– Managerial integrity
– Situational responses
18. New Workplace Issues and Challenges (cont’d)
New Workplace Issues and Challenges (cont’d)
• Networking and Boundaryless Relationships
– Electronic networks
– Relationship networks
– Virtual integration