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 goalsResources include people, skills, know-how, machinery, raw materials, computers and IT, and financial capital
5 Achieving High Performance Organizational PerformanceA 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 EfficiencyA measure of how well or productively resources are used to achieve a goalEffectivenessA 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 peopleAlmost all of us encounter managers because most people have jobs and bossesUnderstanding management is one important path toward obtaining a satisfying career
10 PlanningPlanningProcess 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 LeadingLeadingArticulating 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 performanceThe outcome of the control process is the ability to measure performance accurately and regulate efficiency and effectiveness
14 Levels and Skills of Managers DepartmentA 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 employeesMiddle managersSupervise 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
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 skillsThe ability to understand, alter, lead, and control the behavior of other individuals and groups.Technical skillsThe 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
23 Recent Changes in Management Practices Restructuringdownsizing 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 Outsourcingcontracting with another company, usually in a low cost country abroad, to perform an activity the company previously performed itselfIncreases 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 AdvantageMaintaining Ethical and Socially Responsible StandardsManaging a Diverse WorkforceUtilizing IT and E-CommercePracticing Global Crisis Management
28 Challenges for Management in a Global Environment Global organizationsorganizations 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 Innovationprocess 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 communicationEstablish the organizational chain of commandRecruit and select the right peopleDevelop bargaining and negotiating strategies to manage conflicts
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