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HO VAN HIEN (MBA)  Ho Van Hien  Master in Business & Marketing Management  Tell 0908285868   Subject Introduction to.

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Presentation on theme: "HO VAN HIEN (MBA)  Ho Van Hien  Master in Business & Marketing Management  Tell 0908285868   Subject Introduction to."— Presentation transcript:

1 HO VAN HIEN (MBA)  Ho Van Hien  Master in Business & Marketing Management  Tell   Subject Introduction to Management ABOUT MY SELF

2 HO VAN HIEN (MBA) COURSE REGULATIONS Don’t use telephone in the class Be Punctual To be diligent (=>80% Total Time) Don’t do others in the class Testing COURSES REGULATIONS

3 HO VAN HIEN (MBA) 1Chapter Managers and Managing What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management

4 HO VAN HIEN (MBA) LEARNING OBJECTIVES. After studying this chapter, you should be able to 1. Describe what is management ? Why management is important ? What managers do ? How managers utilize resources efficiently and effectively to achieve organization goals ? 2. Differentiate among 3 levels of management Understand the responsibilities of managers at different levels in the organizational hierarchy

5 HO VAN HIEN (MBA) Learning Objectives (cont’d) LEARNING OBJECTIVES (cont’d) 3. Distinguish among Planning, Organizing, Leading & Controlling Explain how managers’ ability to handle each one can affect organizational performance 4. Identify the roles managers perform, the skills they need to execute those roles effectively & the way new IT is affecting these roles & skills. 5. Discuss the principal challenges managers face in today’s increasingly competitive global environment

6 HO VAN HIEN (MBA) Chapter Outline CHAPTER OUTLINE 1. What is Management? - Achieving High Performance : A Manager’s Goal 2. Why Study Management? 4. Types of Managers + Levels of Management + Areas of Managers + Recent Changes in Managerial Hierarchies 3. Managerial Functions POLC Planning / Organizing / Leading / Controlling

7 HO VAN HIEN (MBA) Chapter Outline (cont’d) 5. IT, Managerial Roles & Skills + Managerial Roles Identified by Mintzberg + Being a Manager + Managerial Skills 6. Challenges for Management in a Global Environment + Building a Competitive Advantages + Maintaining Ethical Standards + Managing a Diverse Workforce + Utilizing New IT & E- commerce CHAPTER OUTLINE (cont’d)

8 HO VAN HIEN (MBA) What Is Management? Management –The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently. Managers –The people responsible for supervising the use of an organization’s resources to meet its goals. Resources are organizational assets –People  Skills  Knowledge  Information –Raw materials  Machinery  Financial capital What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management

9 HO VAN HIEN (MBA) - Wrong Goals - Poor use Resources Figure 1.1 What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management Efficiency, Effectiveness & Performance in an Organization Effectiveness Efficiency. Inappropriate Goals + Good use Resources High Low High Low + Right Goals - Poor use Resources - Inappropriate Goals +Good use Resources + Right Goals + Good use Resources Product client want Good Price & Quality High quality Client don’t want Low quality Client don’t want Product client want Expensive Price

10 HO VAN HIEN (MBA) Organizational Performance –A measure of how efficiently and effectively managers are using organizational resources to satisfy customers and achieve goals. Efficiency –A measure of how well or productively resources are used to achieve a goal. Effectiveness –A measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved. What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management ORGANIZATIONAL PERFORMANCE

11 HO VAN HIEN (MBA) Why Study Management? –Proper management directly impacts improvements in the well-being of a society. –Studying management helps people to understand what management is and prepares them to accomplish managerial activities in their organizations. –Studying management opens a path to a well-paying job and a satisfying career. What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management

12 HO VAN HIEN (MBA) ORGANIZING + Establish Task + Authority Relationships PLANNING + Appropriate Goals + Good Resources CONTROLLING + Accurate Measuring + Monitoring Systems + Evaluate  Achieve Goals Figure 1.2 What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management FOUR FUNCTIONS OF MANAGEMENT LEADING + Motivate coordinate + Energize individuals & groups

13 HO VAN HIEN (MBA) Identifying and selecting appropriate goals and courses of action for an organization. –Outcome = strategy of the organization. Three steps in the planning process –Deciding which goals to pursue –Deciding what courses of action to adopt –Deciding how to allocate resources What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management PLANNING

14 HO VAN HIEN (MBA) Organizations –People working together and coordinating their actions to achieve specific goals. Goal –A desired future condition that the organization seeks to achieve. Strategy –A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals. What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management MANAGEMENT KEY CONCEPTS

15 HO VAN HIEN (MBA) Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals. –Outcome = Organizational Structure Formal system of task and reporting relationships that coordinates and motivates employees. –Involves: Grouping employees into departments according to the tasks performed. Laying out lines of authority and responsibility for organizational members. Deciding best way to coordinate resources, (eg. Human) What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management ORGANIZING

16 HO VAN HIEN (MBA) Articulating a clear vision to follow, and energizing and enabling organizational members so they understand the part they play in attaining organizational goals. –Leadership involves using power, influence, vision, persuasion, and communication skills. –Outcome = highly motivated and committed organizational members. What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management LEADING

17 HO VAN HIEN (MBA) Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance. –Monitoring individuals, departments, and the organization to determine if desired performance standards have been reached. –Taking corrective action to increase performance as required. –Outcome = ability to measure performance accurately and regulate efficiency and effectiveness. What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management CONTROLLING

18 HO VAN HIEN (MBA) Levels of management –First-line managers Responsible for day-to-day operations. Supervise people performing activities required to make the good or service. –Middle managers Supervise first-line managers. Are responsible to find the best way to use departmental resources to achieve goals. –Top managers Responsible for all departments and have cross- departmental responsibility. Establish organizational goals and monitor middle managers. Form the top management team along with the CEO and COO. What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management

19 HO VAN HIEN (MBA) SHAREHOLDERS Buy shares in corporation Elect board of directors BOARD OF DIRECTORS - Set overall policy - Authorize major transitions - Hire CEO TOP MANAGEMENT CEO, CFO, COO Manage overall operations and changes Make major decisions and set overall goals MIDDLE MANAGEMENT plant/branch manager, division head/director Liaison between top and other levels FIRST LINE MANAGEMENT supervisors, department heads Coordinate day-to-day operations Supervise employees What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management LEVELS OF MANAGEMENT IN A CORPORATION

20 HO VAN HIEN (MBA) Figure 1.3 What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management LEVELS OF MANAGEMENT

21 HO VAN HIEN (MBA) Figure 1.4 What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management RELATIVE AMOUNT OF TIME THAT MANAGERS SPEND ON THE 4 MANAGERIAL FUNCTIONS

22 HO VAN HIEN (MBA) Figure 1.4 What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management RELATIVE AMOUNT OF TIME THAT MANAGERS SPEND ON THE 4 MANAGERIAL FUNCTIONS 33% (O) 36% (L) 13% (C) 18% (P) 36% (O) 22% (L) 14% (C) 28% (P) 15% (P) Middle Managers Top managers 51% (L) 10% (C) 15% (P) 24% (O) First line Managers

23 HO VAN HIEN (MBA) Figure 1.4 What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management RELATIVE AMOUNT OF TIME THAT MANAGERS SPEND ON THE 4 MANAGERIAL FUNCTIONS Top Manager Middle Manager Middle Manager Middle Manager Middle Manager First line Manager

24 HO VAN HIEN (MBA) Department –A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques. What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management AREAS OF MANAGERS

25 HO VAN HIEN (MBA) Factors Creating Change –Global Competition –New Information Technologies (IT) & E-commerce Restructuring –Downsizing an organization by eliminating jobs at all levels in the organization. Reduces labor costs by cutting jobs Promotes higher efficiency in use of resources May result in low morale and overwork complaints for surviving employees May increase customer complaints about service. What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management RECENT CHANGES IN MANAGERIAL HIERARCHIES

26 HO VAN HIEN (MBA) Empowerment –Expanding tasks and responsibilities of workers. –First-line managers act as coaches and mentors in providing advice and guidance to teams. Self-Managed Teams –A group of employees with the responsibility for supervising their own actions such that the team can monitor its members and the quality of the work performed. What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management MANAGEMENT TRENDS

27 HO VAN HIEN (MBA) Managerial Role –The specific tasks that a person is expected to perform because of the position he or she holds in the organization. Roles are directed inside as well as outside the organization. Roles are defined into three role categories (as identified by Mintzberg): –Interpersonal  Informational  Decisional What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management IT,MANAGERIAL ROLES & SKILLS

28 HO VAN HIEN (MBA) Roles associated with methods managers use in planning strategy and utilizing resources. –Entrepreneur— deciding which new projects or programs to initiate and to invest resources in. –Disturbance handler— managing an unexpected event or crisis. –Resource allocator — assigning resources between functions and divisions, setting the budgets of lower managers. –Negotiator— reaching agreements between other managers, unions, customers, or shareholders. What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management DECISIONAL ROLES

29 HO VAN HIEN (MBA) Roles that managers assume to provide direction and supervision to both employees and the organization as a whole. –Figurehead— symbolizing the organization’s mission and what it is seeking to achieve. –Leader— training, counseling, and mentoring high employee performance. –Liaison— linking and coordinating the activities of people and groups both inside and outside the organization. What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management INTERPERSONAL ROLES

30 HO VAN HIEN (MBA) Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization. –Monitor— analyzing information from both the internal and external environment. –Disseminator— transmitting information to influence the attitudes and behavior of employees. –Spokesperson— using information to positively influence the way people in and out of the organization respond to it. What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management INFORMATIONAL ROLES

31 HO VAN HIEN (MBA) BrevityBrevity High Variety FragmentationFragmentation Managerial Problems What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management BEING A MANAGER

32 HO VAN HIEN (MBA) Conceptual skills –The ability to analyze and diagnose a situation and distinguish between cause and effect. Human skills –The ability to understand, alter, lead, and control the behavior of other individuals and groups. Technical skills –The specific knowledge and techniques required to perform an organizational role. What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management MANAGERIAL SKILLS

33 HO VAN HIEN (MBA) Figure 1.5 What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management SKILLS TYPES NEEDED BY MANAGERIAL LEVEL

34 HO VAN HIEN (MBA) Increasing Number of Global Organizations. Building a Competitive Advantage Maintaining Ethical Standards Managing a Diverse Workforce Utilizing Information Technology and E-commerce What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management CHALLENGES FOR MANAGEMENT IN A GLOBAL ENVIRONMENT

35 HO VAN HIEN (MBA) Increasing Efficiency –Reducing the quantity of resources used to produce goods and services Increasing Quality –Introducing Total Quality Management (TQM) to improve quality Increasing Innovation –Adapting to bring new products to market faster Increasing Responsiveness to Customers –Empowering employees to deal with customers What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management BUILDING A COMPETITIVE ADVANTAGE

36 HO VAN HIEN (MBA) Figure 1.6 What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management BUILDING BLOCKS OF COMPETITIVE ADVANTAGE EfficiencyInnovationQuality Responsiveness to Customers Competitive Advantage

37 HO VAN HIEN (MBA) Factors Influencing Behaviors –External pressures from stockholders for increased organizational financial performance –Internal pressures from top management on lower- level managers to increase the organization’s competitive performance and profitability –Societal, cultural, and environment demands on the organization What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management MAINTAINING ETHICAL STANDARDS

38 HO VAN HIEN (MBA) The Increasing Diversity of the Workforce Non-Discriminatory Employment Practices Performance-Enhancing Benefits of a Diverse Workforce What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management MANAGING A DIVERSE WORKFORCE

39 HO VAN HIEN (MBA) Benefits of IT and E-commerce –Makes more and better information about the organization available to outsiders –Empowers employees at all organizational levels –Helps managers carry out their roles more effectively and efficiently –Increases awareness of competitive opportunities –Makes the organization more responsive to its customers What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management UTILIZING IT & E-COMMERCE

40 HO VAN HIEN (MBA) THE END What is Management? Why Study Management? Four Functions of Management Types of Managers IT, Managerial Roles & Skills Challenges for Management


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