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The Management Process Today

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1 The Management Process Today
Chapter One McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.

2 What is Management? Management
The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently

3 What is Management? Organizations
Collections of people who work together and coordinate their actions to achieve a wide variety of goals

4 What is Management? Managers
The people responsible for supervising the use of an organization’s resources to meet its goals Resources include people, skills, know-how, machinery, raw materials, computers and IT, and financial capital

5 Achieving High Performance
Organizational Performance A measure of how efficiently and effectively managers use organizational resources to satisfy customers and achieve goals

6 Efficiency, Effectiveness, and Performance in an Organization
Figure 1.1

7 Organizational Performance
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.

8 Why study management? The more effective and efficient use an organization can make of resources, the greater the relative well-being of people Almost all of us encounter managers because most people have jobs and bosses Understanding management is one important path toward obtaining a satisfying career

9 Four Tasks of Management
Figure 1.2

10 Planning Planning Process of identifying and selecting appropriate goals and courses of action

11 Organizing Organizing
structuring working relationships so organizational members interact and cooperate to achieve organizational goals.

12 Leading Leading Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in attaining organizational goals

13 Controlling Controlling
Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance The outcome of the control process is the ability to measure performance accurately and regulate efficiency and effectiveness

14 Levels and Skills of Managers
Department A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques to perform their jobs

15 Levels of Management First line managers Middle managers
Responsible for the daily supervision of non-managerial employees Middle managers Supervise first-line managers and are responsible for finding the best way to use resources to achieve organizational goals

16 Levels of Management Top managers
establish organizational goals, decide how departments should interact, and monitor the performance of middle managers

17 Levels of Managers Figure 1.3

18 Relative Amount of Time That Managers Spend on the Four Managerial Tasks
Figure 1.4

19 Levels of Managers Top-management team
group composed of the CEO, COO, and the heads of the most important departments

20 Managerial Skills Conceptual skills Human skills Technical 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.

21 Technical Skills Core competency
Specific set of skills, abilities, and experiences that allows one organization to outperform its competitors

22 Types and Levels of Managers
Figure 1.5

23 Recent Changes in Management Practices
Restructuring downsizing an organization by eliminating the jobs of large numbers of top, middle, or first-line managers and non-managerial employees

24 Recent Changes in Management Practices
Outsourcing contracting with another company, usually in a low cost country abroad, to perform an activity the company previously performed itself Increases efficiency because it lowers operating costs, freeing up money and resources that can be used in more effective ways

25 Empowerment and Self-Managed Teams
Expansion of employees’ knowledge, tasks, and decision-making responsibilities

26 Empowerment and Self-Managed Teams
a group of employees with the responsibility for organizing, controlling, and supervising their own activities and for monitoring the quality of the goods and services they provide

27 Challenges for Management in a Global Environment
Rise of Global Organizations. Building a Competitive Advantage Maintaining Ethical and Socially Responsible Standards Managing a Diverse Workforce Utilizing IT and E-Commerce Practicing Global Crisis Management

28 Challenges for Management in a Global Environment
Global organizations organizations that operate and compete in more than one country

29 Building Competitive Advantage
Ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do

30 Building Blocks of Competitive Advantage
Figure 1.6

31 Building a Competitive Advantage
Innovation process of creating new or improved goods and services or developing better ways to produce or provide them

32 Practicing Global Crisis Management
Crisis management involves making important choices about how to: Create teams to facilitate rapid decision making and communication Establish the organizational chain of command Recruit and select the right people Develop bargaining and negotiating strategies to manage conflicts

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