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Part 1: Introduction PowerPoint Presentation by Charlie Cook Copyright © 2004 Prentice Hall, Inc. All rights reserved. Chapter 1 Managers and Management
Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–2 Organizations Organization A systematic arrangement of people brought together to accomplish some specific purpose; applies to all organizationsfor-profit as well as not-for-profit organizations. Where managers work (manage) Common characteristics Goals Structure People
Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–3 Common Characteristics of Organizations EXHIBIT 1.1
Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–4 People Differences Operatives People who work directly on a job or task and have no responsibility for overseeing the work of others Managers Individuals in an organization who direct the activities of others
Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–5 Organizational Levels EXHIBIT 1.2
Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–6 Identifying Managers First-line managers Supervisors responsible for directing the day-to-day activities of operative employees Middle managers Individuals at levels of management between the first- line manager and top management Top managers Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members
Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–7 Management Defined Management The process of getting things done, effectively and efficiently, through and with other people Efficiency Means doing the thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs Effectiveness Means doing the right things; goal attainment
Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–8 Efficiency and Effectiveness EXHIBIT 1.3
Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–9 Management Process Activities EXHIBIT 1.4 Management process: planning, organizing, leading, and controlling
Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–10 Management Process Planning Includes defining goals, establishing strategy, and developing plans to coordinate activities Organizing Includes determining what tasks 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
Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–11 Management Process Leading Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts Controlling The process of monitoring performance, comparing it with goals, and correcting any significant deviations
Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–12 Distribution of Time per Activity by Organizational Level EXHIBIT 1.6 Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, The Job(s) of Management, Industrial Relations 4, No.2 (1965), p.103.
Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–13 General Skills for Managers Conceptual skills A managers mental ability to coordinate all of the organizations interests and activities Interpersonal skills A managers ability to work with, understand, mentor, and motivate others, both individually and in groups Technical skills A managers ability to use the tools, procedures, and techniques of a specialized field Political skills A managers ability to build a power base and establish the right connections
Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–14 Specific Skills for Managers Behaviors related to a managers effectiveness: Controlling the organizations environment and its resources. Organizing and coordinating. Handling information. Providing for growth and development. Motivating employees and handling conflicts. Strategic problem solving.
Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–15 Management Charter Initiative Competencies for Middle Managers 1.Initiate and implement change and improvement in services, products, and systems 2.Monitor maintain, and improve service and product delivery 3.Monitor and control the use of resources 4.Secure effective resource allocation for activities and projects 5.Recruit and select personnel 6.Develop teams, individuals, and self to enhance performance 7.Plan, allocate, and evaluate work carried out by teams, individuals and self 8.Create, maintain, and enhance effective working relationships 9.Seek, evaluate, and organize information for action 10.Exchange information to solve problems and make decisions EXHIBIT 1.8
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Chapter 1 Managers and Managing in the 21st Century.
O r g a n i z a t i o n a l b e h a v i o r e l e v e n t h e d i t i o n.
What is Organizational Behavior? The Organization as a Social System Roles of the Manager.
Organizational Behaviour Chapter One 1– 1. After studying this chapter, you should be able to: 1.Describe what managers do. 2.Define organizational behavior.
1 What Is Organizational Behavior? 1. 2 The Importance of Interpersonal Skills Understanding OB helps determine manager effectiveness –Technical and quantitative.
Chapter ONE What is Organizational Behavior?. After studying this chapter, you should be able to: 1.Describe what managers do. 2.Define organizational.
1 Chapter Managers and Management Copyright ©2013 Pearson Education1-1.
Engr. Rexmelle F. Decapia Jr. RME Technological University of the Philippines-Taguig.
MANAGEMENT RICHARD L. DAFT. Innovative Management for Turbulent Times CHAPTER 1.
What Managers Do Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals Managerial Activities Make decisions.
CHAPTER 7 Business Management. Communication Communication is Key: Effective managers have good communication and people skills. Why do you think effective.
1 Copyright © 2011 by Mosby, Inc., an affiliate of Elsevier Inc. Chapter 9 Developing Management Skills.
Managers and Managing McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter one.
PowerPoint Presentation to Accompany Chapter 1 of Management Canadian Edition Schermerhorn Wright Prepared by:Michael K. McCuddy Adapted by: Lynda Anstett.
CONTEMPORARY MANAGEMENT (Lec:1) Asst. Prof. Management Science (USA), IMRAN HUSSAIN.
Chapter 5 Transfer of Training Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Organizational Control and Change chapter eleven.
Copyright © 2004 Prentice Hall. All rights reserved.6–1 What Is Organizing? Organizing Arranging the activities of the enterprise in such a way that.
Copyright © 2004 Prentice Hall. All rights reserved.13–1 Teams: Employee Involvement In Action Teams Are only as effective as the Strategy and Structure.
Competence is the demonstrated ability to apply knowledge and/or skills and, where relevant, personal attributes. A certification scheme contains.
©2009 The McGraw-Hill Companies, All Rights Reserved McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved ©2009 The McGraw-Hill Companies,
Chapter One The Exceptional Manager What You Do, How You Do It McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Ninth edition STEPHEN P. ROBBINS PowerPoint Presentation by Charlie Cook The University of West Alabama MARY COULTER © 2007 Prentice Hall, Inc. All rights.
Essentials of Management Information Systems, 6e Chapter 3 Information Systems, Organizations, Management, and Strategy 3.1 © 2005 by Prentice Hall Information.
6 Chapter Managing Human Resources Copyright ©2011 Pearson Education.
Learning Objectives 6.1 Explain the importance of mission, vision, and value statement and how they set the foundation for the planning process. 6.2 Describe.
360 CheckPoint Multi-Rater Evaluation & 360 SkillBuilder A New Leadership Development Approach Assessments of the USA & Canada Profiles International
Organizational Behavior, 8e Schermerhorn, Hunt, and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.
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