2Learning ObjectivesDefine management and explain the difference between efficiency and effectiveness.Identify the four managerial functions of planning, organizing, leading and controlling and the types of managerial activities associated with each function.Differentiate among the levels of management and differences in managerial responsibilities and skills among these levels.Identify the ten roles managers perform.Define competitive advantage and identify approaches organizations use to build competitive advantage.
3Definition of Management Definition of ManagementThe activities ofPlanning,Organizing,Leading, andControlling organizational resources.to achieve organizational goals both efficiently and effectively.
4Definition of Management Definition of ManagementTwo important ideas in this definitionThe process of how organizational goals are achieved - planning, organizing, leading, controllingThe results of management – Organizational Performanceachieving organization’s stated purpose efficiently and effectively
5Definition of Management Definition of ManagementThe results of Management – Organizational PerformanceEfficiencydoing the task correctly while minimizing resource costs (Money, people, equipment)
6Definition of Management Definition of ManagementThe results of Management – Organizational PerformanceEffectiveness -selecting the right goals and achieving them
8Managerial Functions Outcome Strategy Planning Managerial FunctionsPlanningIdentify and select organizational goalsDecide actions which are needed to achieve goalsDecide how to allocate or obtain organizational resourcesOutcome Strategy
9Managerial Functions Outcome Organizational Structure Organizing Managerial FunctionsOrganizingAssigning tasks to be done and working relationshipswho is to do themhow tasks are groupedwhere decisions are madeOutcome Organizational Structure
10Managerial Functions Leading Motivate others Managerial FunctionsLeadingMotivate othersDirect activities of othersSelect effective communication channelsResolve conflicts
11Managerial Functions Controlling Compare actual performance with goals Managerial FunctionsControllingCompare actual performance with goalsCorrect problems or deviations to get organization back on track
13Ten Roles of Managers – Mintzberg (1971) Ten Roles of Managers – Mintzberg (1971)DecisionalInterpersonalInformationalEntrepreneurDisturbance handlerResource allocatorNegotiatorFigureheadLeaderLiaisonMonitorDisseminatorSpokesperson
14Ten Roles of Managers - Mintzberg Ten Roles of Managers - MintzbergDecisionalEntrepreneur – initiate new ideas;Disturbance handler – Taking action during disputes or crises, resolving conflictsResource allocator – Decide who gets resourcesNegotiator – Represent organization at negotiations
15Ten Roles of Managers - Mintzberg Ten Roles of Managers - MintzbergInterpersonalFigurehead – symbolic head involving ceremonial activitiesLeader – direct and motivate employees; virtually all activities involving employeesLiaison – contacts with others outside of formal chain of command
16Ten Roles of Managers - Mintzberg Ten Roles of Managers - MintzbergInformationalMonitor – seek and receive information (research)Disseminator – communicate information to members of the organizationSpokesperson – communicates to people outside the organization; represent views of unit to others within organization
17Ten Roles of Managers - Mintzberg Ten Roles of Managers - MintzbergConsidering the roles of managers, Which of the following persons would you consider to be managers?RoleFigureheadLeaderLiaisonMonitorDisseminatorSpokespersonEntreprenuerDisturbance HandlerResource AllocatorNegotiator