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MGMT5 © 2011 Cengage Learning Management 1. © 2011 Cengage Learning 1.describe what management is 2.explain the four functions of management 3.describe.

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Presentation on theme: "MGMT5 © 2011 Cengage Learning Management 1. © 2011 Cengage Learning 1.describe what management is 2.explain the four functions of management 3.describe."— Presentation transcript:

1 MGMT5 © 2011 Cengage Learning Management 1

2 © 2011 Cengage Learning 1.describe what management is 2.explain the four functions of management 3.describe different kinds of managers 4.explain the major roles and subroles that managers perform in their jobs 5.explain what companies look for in managers 6.discuss the top mistakes that managers make in their jobs 7.describe the transition that employees go through when they are promoted to management 8.explain how and why companies can create competitive advantage through people

3 © 2011 Cengage Learning What Is Management? 1.describe what management is 2.explain the four functions of management

4 © 2011 Cengage Learning Management Is… Getting work done through others Efficiency – getting work done with a minimum of effort, waste, or expense Effectiveness – accomplishing tasks that help fulfill organizational objectives

5 The Four Functions of Management © 2011 Cengage Learning

6 Management Functions Planning –determining organizational goals and a means for achieving them Organizing –deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the company

7 © 2011 Cengage Learning Management Functions Leading –inspiring and motivating workers to work hard to achieve organizational goals Controlling –monitoring progress toward goal achievement and taking corrective action when progress isn’t being made

8 © 2011 Cengage Learning What Do Managers Do? 3.describe different kinds of managers 4. explain the major roles and subroles that managers perform in their jobs

9 © 2011 Cengage Learning Top Managers CEO, COO, CFO, CIO Responsible for overall direction of the organization Responsible for creating a context for change Develop employees’ commitment to and ownership of company performance Create a positive organizational culture through language and action Responsible for monitoring the business environment

10 © 2011 Cengage Learning Middle Managers Plant manager, regional manager, divisional manager Set objectives consistent with top management’s goals Implement subunit strategies for achieving objectives Plan and allocate resources to meet objectives Coordinate and link groups, departments, and divisions Monitor and manage subunits and individual managers

11 © 2011 Cengage Learning First-Line Managers Office manager, shift supervisor, department manager Train and supervise the performance of nonmanagerial employees Teach entry-level employees how to do their jobs Encourage, monitor, and reward employees’ performance Make detailed schedules and operating plans

12 © 2011 Cengage Learning Team Leaders Facilitate team activities toward accomplishing a goal Help team members plan and schedule work, learn to solve problems, and work effectively with each other Manage internal and external relationships

13 Mintzberg’s Managerial Roles © 2011 Cengage Learning

14 Interpersonal Roles Figurehead –managers perform ceremonial duties Leader –managers motivate and encourage workers to accomplish organizational objectives Liaison –managers deal with people outside their units

15 © 2011 Cengage Learning Informational Roles Monitor –managers scan their environment for information and receive unsolicited information Disseminator –managers share information with subordinates and others in the company Spokesperson –managers share information with people outside of the company

16 © 2011 Cengage Learning Decisional Roles Entrepreneur –managers adapt themselves, their subordinates, and their units to change Disturbance handler –managers respond to problems so severe that they demand immediate action Resource allocator –managers decide who will get what resources and in what amounts Negotiator –managers negotiate schedules, projects, goals, outcomes, resources, and employee raises

17 © 2011 Cengage Learning What Does It Take to Be a Manager? 5.explain what companies look for in managers 6.discuss the top mistakes that managers make in their jobs 7. describe the transition that employees go through when they are promoted to management

18 © 2011 Cengage Learning What Companies Look For Technical skills –specialized procedures, techniques, and knowledge required to get the job done Human skills –ability to work well with others Conceptual skills –ability to see the organization as a whole, to recognize how the company fits into its external environment Motivation to manage –an assessment of how motivated employees are to interact with superiors, participate in competitive situations, behave assertively with others, tell others what to do, reward good behavior, punish poor behavior, perform actions that are highly visible to others, and handle and organize administrative tasks

19 Management Skills © 2011 Cengage Learning

20 Mistakes Managers Make 1.Insensitive to others: abrasive, intimidating, bullying style 2.Cold, aloof, arrogant 3.Betray trust 4.Overly ambitious: thinking of next job, playing politics 5.Specific performance problems with the business 6.Overmanaging: unable to delegate or build a team 7.Unable to staff effectively 8.Unable to think strategically 9.Unable to adapt to boss with different style 10.Overdependent on advocate or mentor

21 © 2011 Cengage Learning The Transition to Management: The First Year Initially, managers believed their job was to exercise formal authority and manage tasks After 6 months… Managers were surprised by pace and workload Realized subordinates wanted help solving problems they couldn’t solve After 1 year… Realized that people management is most important

22 Stages in the Transition to Management © 2011 Cengage Learning

23 Why Management Matters 8. explain how and why companies can create competitive advantage through people

24 © 2011 Cengage Learning Competitive Advantage through People What separates top-performing companies from competitors is how they treat their workforces. Companies that invest in their people create long-lasting competitive advantages that are difficult for other companies to duplicate. Managers influence customer satisfaction through employee satisfaction.

25 Competitive Advantage through People: Management Practices © 2011 Cengage Learning

26 REELTOREAL © 2011 Cengage Learning In Good Company 1.Which management skills discussed in this chapter does the character Mark Steckle seem to lack? 2.The sequence shows three people who represent different hierarchical levels in the company. Based on this scene, which of the four kinds of managers do you think each of them might be? 3.Which of the characters in this clip exhibited the strongest human skills?

27 REELTOREAL © 2011 Cengage Learning Camp Bow Wow 1.Identify three skills that companies look for in managers and explain which might be most needed for the Camp Bow Wow leaders highlighted in the video. 2.Which activities at Camp Bow Wow require high efficiency? Which activities require high effectiveness? 3.List two activities that leaders at Camp Bow Wow perform daily, and identify which of the managerial roles discussed in the chapter figure prominently for each.


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