The document discusses management concepts including supervision, coaching, and leadership. It covers the nature of management and why organizations need managers to achieve goals and help people work together. The main skill areas for assisting others are described as management, leadership, and coaching. The management process is outlined as planning, organizing, leading, and controlling. Effectiveness versus efficiency in management is discussed. Key aspects of organizing, leading, and controlling are defined.
Definition
Management Objectives
Levels of Management
Management
Roles at Different Levels
The Basic Management
Theories and Principles
The Basic Management Skills
Definition
Management Objectives
Levels of Management
Management
Roles at Different Levels
The Basic Management
Theories and Principles
The Basic Management Skills
Chapter 1Managers & ManagingWhat is ManagementS.docxcravennichole326
Chapter 1
Managers & Managing
What is Management?Supervise the use of organizational resources to achieve organizational performance.Organizational ResourcesHuman ResourcesAssetsMachineryCash, etc.
Organizational PerformanceEfficiency – how productively resources are used to achieve a goal.Minimizing the amount of inputs needed to create a good or service.EffectivenessAppropriateness of goals selected for the org.Degree to which the goals are achieved.
Figure 1.1
Why Study Management?Being effective and efficient is importantPersonally & ProfessionallyManagerial skills help non-managers interact with:ManagersCo-workers / Team members Many career paths result in management positions.
Four Management FunctionsPlanningOrganizing LeadingControlling
PlanningDeciding which goals to pursueDeciding what courses of action to employ in order to achieve those goalsDeciding how to allocate resources to attain those goalsOutcome: StrategyLow cost vs. DifferentiationPlanning impacts organizational performance
OrganizingEstablishing a structure of working relationshipsCreating rules for how people will interact as they attempt to accomplish goalsAuthority and Responsibility are assignedOutcome: Organizational StructureHierarchy, departments, etc.
LeadingCommunicate a vision to employeesMotivate employeesEnable employeesEncourage employees to perform at a high levelOutcome: Motivation & Commitment
ControllingEvaluate the organization’s performanceCollect information on relevant factorsCreate control systems to keep critical processes in check.
Types of ManagersFirst-line managers (supervisors)Supervise non-managersMiddle managersSupervise first-line managersRelay information between first-line & topTop ManagersEstablish organizational goalsResponsible for org. performance
Relative Amount of Time That Managers Spend on the Four Managerial Functions
Current Trends in HierarchiesRestructuringEliminating jobsSurvivor syndromeOutsourcingContract with another company to perform certain tasks
Current Trends in HierarchiesEmpowermentIncrease employee’s knowledge & responsibilitiesSelf-Managed TeamsGroup of employees are responsible for supervising themselves
Mintzberg’s Managerial RolesDecision RolesInformational RolesInterpersonal Roles
Mintzberg’s Decision RolesEntrepreneur – deciding which projects to do / how to grow the business.Disturbance Handler – manage the unexpectedResource Allocator – allocate org. resources Negotiator – Get resources from internal & external sources
Mintzberg’s Informational RolesMonitor – evaluate performanceDisseminator – communicate with employeesSpokesperson – promote the organization
Mintzberg’s Interpersonal RolesFigurehead – Symbolize the organizationLeader – provide an example for employees & give commandsLiaison – coordinate across departments / establish alliances
Competitive AdvantageThe ability of an organization to outperform its competitorsIncreased EfficiencyIncrea ...
5. Main Chapter
1- Introduction
Contemporary management concept and nature
2- Management Process
Moving from effectiveness to greatness
3-Coaching for supervisor
An overview of theory and practice
4-Leadership
With more focus on situational leadership
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8. The Nature Of Management
Why Organization Need Managers
To ensure that the technical tasks of an organization are performed
To convert its mission to reality .
To make people capable of joint performance by ;
1. Giving them common goals and values .
2. The right environment in which to operate .
3. The ongoing training so that they can perform and respond to change .
Management thought
Trying to find answers to managerial problems ;
How to manage and motivate people .
How to make people productive .
How to organize functions and activity .
How to make rational , successful decisions .
How to deal with change and uncertainty .
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9. There are 3 main skill areas that you will need to use
To assist individuals achieve their goals and benefit
management leadership
coaching
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11. Management definition ?
The process of organizing
methods ,manpower and
other resources to achieve
organizational goals
MANAGEMENT
Is more than art and science
Managing is
Working with and through
people to accomplish the
objectives of both the
organization & its members
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12. Type of management ; Efficiency VS Effectiveness
Efficiency; operating in
such away that resources
are not wasted
Allocates
and
conserves
efficiency
resources Successful
Management
Waste of
resources
Effectiveness ;doing the
effectiveness right thing in the right
way at the right time
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13. Management process
planning
controlling
Dynamic organizing
cycle
leading
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15. Planning ; is identifying and selecting appropriate goals and courses of
action for an organization
Planning process
Planning threats ;
16. Organizing ; establish task and authority that allow
people to work together to achieve
organization goals .
Through ;
1- determine of territories
2- determine of distributors
3- weekly & monthly meeting
4- a formal system task and reporting system
5- establishing lines of authority & responsibility
17. Leading :- is motivate , coordinate and energize peoples
To work together to achieve organizational goals
Boss Leader
• Talks a lot • Listens a lot
• Tells • Asks
• Presume • Explores
• Seeks control • Seeks commitment
• Orders • Challenges
• Works on • Work with
• Assign blame • Takes responsibility
• Keeps distant • Makes contact
18. Controlling :- is establish accurate measuring and monitoring system
To evaluate how well the organization has achieved
Its goals
through:-
1- monitoring individuals , department , and the organization
To determine if desired performance have been reached.
2- taking action to increase performance as required
By :- ( daily report – weekly activity – coverage list – coaching list – appraisal form )