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

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Presentation on theme: "The Management Process Today Chapter One Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin."— Presentation transcript:

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

2 What is Management? Management – The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently 1-2

3 What is Management? Organizations – Collections of people who work together and coordinate their actions to achieve a wide variety of goals 1-3

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 1-4

5 Achieving High Performance Organizational Performance – A measure of how efficiently and effectively managers use organizational resources to satisfy customers and achieve goals 1-5

6 Efficiency, Effectiveness, and Performance in an Organization 1-6 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. 1-7

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 1-8

9 Four Tasks of Management 1-9 Figure 1.2

10 Planning Planning – Process of identifying and selecting appropriate goals and courses of action 1-10

11 Organizing Organizing – structuring working relationships so organizational members interact and cooperate to achieve organizational goals. 1-11

12 Leading Leading – Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in attaining organizational goals 1-12

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 1-13

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 1-14

15 Levels of Management First line 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 1-15

16 Levels of Management Top managers – establish organizational goals, decide how departments should interact, and monitor the performance of middle managers 1-16

17 Levels of Managers 1-17 Figure 1.3

18 Relative Amount of Time That Managers Spend on the Four Managerial Tasks 1-18 Figure 1.4

19 Levels of Managers Top-management team – group composed of the CEO, COO, and the heads of the most important departments 1-19

20 Managerial Skills Conceptual 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. 1-20

21 Technical Skills Core competency – Specific set of skills, abilities, and experiences that allows one organization to outperform its competitors 1-21

22 Types and Levels of Managers 1-22 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 1-23

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 1-24

25 Empowerment and Self-Managed Teams Empowerment – Expansion of employees’ knowledge, tasks, and decision- making responsibilities 1-25

26 Empowerment and Self-Managed Teams Self-managed team – 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 1-26

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 1-27

28 Challenges for Management in a Global Environment Global organizations – organizations that operate and compete in more than one country 1-28

29 Building Competitive Advantage Competitive advantage – Ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do 1-29

30 Building Blocks of Competitive Advantage 1-30 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 1-31

32 Practicing Global Crisis Management Crisis management involves making important choices about how to: 1.Create teams to facilitate rapid decision making and communication 2.Establish the organizational chain of command 3.Recruit and select the right people 4.Develop bargaining and negotiating strategies to manage conflicts 1-32

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