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1Chapter PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. All rights reserved. Managers and Managing.

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Presentation on theme: "1Chapter PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., 2003. All rights reserved. Managers and Managing."— Presentation transcript:

1 1Chapter PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., All rights reserved. Managers and Managing

2 © Copyright McGraw-Hill. All rights reserved.1–21–2 Learning Objectives After studying the chapter, you should be able to:After studying the chapter, you should be able to:  Describe what management is and why management is important  Distinguish among planning, organizing, leading, and controlling (the four managerial functions).  Differentiate among three levels of management.  Identify the roles managers perform and the skills they need to execute those roles effectively.  Discuss the principal challenges managers face in today’s increasingly competitive global environment.

3 © Copyright McGraw-Hill. All rights reserved.1–31–3 What Is Management? ManagementManagement  The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently. ManagersManagers  The people responsible for supervising the use of an organization’s resources to meet its goals. Resources are organizational assetsResources are organizational assets  People  Skills  Knowledge  Information  Raw materials  Machinery  Financial capital

4 © Copyright McGraw-Hill. All rights reserved.1–41–4 Efficiency, Effectiveness, and Performance in an Organization Figure 1.1

5 © Copyright McGraw-Hill. All rights reserved.1–51–5 Four Functions of Management Figure 1.2

6 © Copyright McGraw-Hill. All rights reserved.1–61–6 PlanningPlanning Identifying and selecting appropriate goals and courses of action for an organization.Identifying and selecting appropriate goals and courses of action for an organization.  The planning function determines how effective and efficient the organization is and determines the strategy of the organization. Three steps in the planning processThree steps in the planning process  Deciding which goals to pursue  Deciding what courses of action to adopt  Deciding how to allocate resources

7 © Copyright McGraw-Hill. All rights reserved.1–71–7 Management Key Concepts OrganizationsOrganizations  People working together and coordinating their actions to achieve specific goals. GoalGoal  A desired future condition that the organization seeks to achieve. StrategyStrategy  A cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals.

8 © Copyright McGraw-Hill. All rights reserved.1–81–8 OrganizingOrganizing Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals.Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals. Organizational StructureOrganizational Structure  A formal system of task and reporting relationships that coordinates and motivates organizational members.  Creating organizational structure: Grouping employees into departments according to the tasks performed.Grouping employees into departments according to the tasks performed. Laying out lines of authority and responsibility for organizational members.Laying out lines of authority and responsibility for organizational members.

9 © Copyright McGraw-Hill. All rights reserved.1–91–9 LeadingLeading Articulating a clear vision to follow, and energizing and enabling organizational members so they understand the part they play in attaining organizational goals.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.  The outcome of leadership is highly motivated and committed organizational members.

10 © Copyright McGraw-Hill. All rights reserved.1–10 ControllingControlling Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance.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 action to increase performance as required.  The outcome of control is the ability to measure performance accurately and regulate efficiency and effectiveness.

11 © Copyright McGraw-Hill. All rights reserved.1–11 Levels of Management Figure 1.3

12 © Copyright McGraw-Hill. All rights reserved.1–12 Relative Amount of Time That Managers Spend on the Four Managerial Functions Figure 1.4

13 © Copyright McGraw-Hill. All rights reserved.1–13 Recent Changes in Managerial Hierarchies Factors Creating ChangeFactors Creating Change  Global Competition  New Information Technologies (IT)  Restructuring Downsizing an organization by eliminating jobs at all levels in the organization.Downsizing an organization by eliminating jobs at all levels in the organization.

14 © Copyright McGraw-Hill. All rights reserved.1–14 Management Trends EmpowermentEmpowerment  Involves expanding the tasks and responsibilities of workers.  First-line managers act as coaches and mentors in providing advice and guidance to teams. Self-Managed TeamsSelf-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.

15 © Copyright McGraw-Hill. All rights reserved.1–15 IT and Managerial Roles and Skills Managerial RoleManagerial Role  The set of 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 directed inside as well as outside the organization. Roles are defined into three role categories (as identified by Mintzberg):Roles are defined into three role categories (as identified by Mintzberg):  Interpersonal  Informational  Decisional

16 © Copyright McGraw-Hill. All rights reserved.1–16 Managerial Skills Conceptual skillsConceptual skills  The ability to analyze and diagnose a situation and distinguish between cause and effect. Human skillsHuman skills  The ability to understand, alter, lead, and control the behavior of other individuals and groups. Technical skillsTechnical skills  The specific knowledge and techniques required to perform an organizational role.

17 © Copyright McGraw-Hill. All rights reserved.1–17 Skill Types Needed by Managerial Level Figure 1.5

18 © Copyright McGraw-Hill. All rights reserved.1–18 Challenges for Management in a Global Environment Increasing Number of Global Organizations.Increasing Number of Global Organizations. Building a Competitive AdvantageBuilding a Competitive Advantage Maintaining Ethical StandardsMaintaining Ethical Standards Managing a Diverse WorkforceManaging a Diverse Workforce Utilizing Information Technology and E- commerceUtilizing Information Technology and E- commerce

19 © Copyright McGraw-Hill. All rights reserved.1–19 ConclusionConclusion Good managers need a variety of different skills in order to effectively operate in all of their various roles.Good managers need a variety of different skills in order to effectively operate in all of their various roles. Regardless of your management level, managers are involved with planning, organizing, leading and controlling.Regardless of your management level, managers are involved with planning, organizing, leading and controlling. Managers are continually having to deal with many organizational challenges.Managers are continually having to deal with many organizational challenges.


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