We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byBethanie Rodgers
Modified about 1 year ago
© Copyright 2004 McGraw-Hill. All rights reserved.1–11–1 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
© Copyright 2004 McGraw-Hill. All rights reserved.1–21–2 Efficiency, Effectiveness, and Performance in an Organization Figure 1.1
© Copyright 2004 McGraw-Hill. All rights reserved.1–31–3 Four Functions of Management Figure 1.2
© Copyright 2004 McGraw-Hill. All rights reserved.1–41–4 Types of Managers Levels of ManagementLevels of Management First-line managers Responsible for day-to-day operations. Supervise people performing activities required to make the good or service.Responsible for day-to-day operations. Supervise people performing activities required to make the good or service. Middle managers Supervise first-line managers. Are responsible to find the best way to use departmental resources to achieve goals.Supervise first-line managers. Are responsible to find the best way to use departmental resources to achieve goals. Top managers Responsible for the performance of all departments and have cross-departmental responsibility.Responsible for the performance of all departments and have cross-departmental responsibility. Establish organizational goals and monitor middle managers.Establish organizational goals and monitor middle managers. Form top management team along with the CEO and COO.Form top management team along with the CEO and COO.
© Copyright 2004 McGraw-Hill. All rights reserved.1–51–5 Levels of Management Figure 1.3
© Copyright 2004 McGraw-Hill. All rights reserved.1–61–6 IT and Managerial Roles and Skills Information Technology (IT) is increasingly used to help managers adopt a cross- departmental view of their organization.Information Technology (IT) is increasingly used to help managers adopt a cross- departmental view of their organization. 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 defined into three role categories (as identified by Mintzberg):Roles are defined into three role categories (as identified by Mintzberg): Interpersonal Informational Decisional
© Copyright 2004 McGraw-Hill. All rights reserved.1–71–7 Decisional Roles Roles associated with methods managers use in planning strategy and utilizing resources:Roles associated with methods managers use in planning strategy and utilizing resources: Entrepreneur—deciding which new projects or programs to initiate and to invest resources in. Disturbance handler—managing an unexpected event or crisis. Resource allocator—assigning resources between functions and divisions, setting the budgets of lower managers. Negotiator—reaching agreements between other managers, unions, customers, or shareholders.
© Copyright 2004 McGraw-Hill. All rights reserved.1–81–8 Informational Roles Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization:Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization: Monitor—analyzing information from both the internal and external environment. Disseminator—transmitting information to influence the attitudes and behavior of employees. Spokesperson—using information to positively influence the way people in and out of the organization respond to it.
© Copyright 2004 McGraw-Hill. All rights reserved.1–91–9 Interpersonal Roles Roles that managers assume to provide direction and supervision to both employees and the organization as a whole:Roles that managers assume to provide direction and supervision to both employees and the organization as a whole: Figurehead—symbolizing the organization’s mission and what it is seeking to achieve. Leader—training, counseling, and mentoring high employee performance. Liaison—linking and coordinating the activities of people and groups both inside and outside the organization.
© Copyright 2004 McGraw-Hill. All rights reserved.1–10 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.
© Copyright 2004 McGraw-Hill. All rights reserved.1–11 Challenges for Management in a Global Environment Increasing Number of Global Organizations.Increasing Number of Global Organizations. Building a Competitive Advantage.Building a Competitive Advantage. Maintaining Ethical Standards.Maintaining Ethical Standards. Managing a Diverse Workforce.Managing a Diverse Workforce. Utilizing Information Technology and E- commerce.Utilizing Information Technology and E- commerce.
The Management Process Today. 2 What is Management? The planning, organizing, leading, and controlling of human and other resources to achieve organizational.
Managers and Managing MHR301 Leanne Powers Winter, 2006
Chapter1Chapter1 PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., All rights reserved. The Management Process.
1-1 What is Management? All managers work in organizations Organizations ≈ collections of people who work together and coordinate their actions to.
Managers and Managing 1 Chapter
Managers and Managing chapter one lecture 2 McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter One Managers and Managing. 1-2 Learning Objectives 1.Describe what management is, why management is important, what managers do, and how managers.
Overview of Management
Management Practices Lecture 02.
Chapter One Managers and Managing McGraw-Hill/IrwinCopyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Managers and Managing chapter one McGraw-Hill/Irwin
chapter one Managers and Managing McGraw-Hill/Irwin
Corporate Management: Introduction Dr. Fred Mugambi Mwirigi JKUAT 9/19/20151.
Management Contemporary Gareth R. Jones Jennifer M. George
Management. Managers and Managing Managers and Managing
Chapter 1 Managers and Managing. MGMT 321 – Chapter 1 Management Consists of: –Planning –Organizing –Leading –Controlling To achieve organizational goals.
HO VAN HIEN (MBA) Ho Van Hien Master in Business & Marketing Management Tell Subject Introduction to.
The Management Process Today
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 01 The Management Process Today.
Principles of Management Class 1. Introductions and Review of Syllabus.
“It’s amazing what you can accomplish if you do not care who gets the credit” Harry Truman.
مفاهیم کلیدی مدیریت. Management Key Concepts Organizations: People working together and coordinating their actions to achieve specific goals. Goal: A.
1. Introduction to Management Part II 1 Principles of Management and Applied Economics.
The Management Process Today Chapter One Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Principles of Management
Chapter 1 Introduction Managers and Managing.
The Management Process
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
1-1 BBA 121 Principles of Management. 1-2 Lecture 1 The Management Process Today.
Management Practices Lecture Introduction Dr. M. Shakil Ahmad – PhD Business Management Universiti Teknologi Malaysia, Malaysia – MS (Management)
University of Bahrain College of Business Administration Management & Marketing Department Essentials of Contemporary Management Jones/George Chapter One:
Managers and Managing chapter one Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
ContemporaryManagement Second Edition. Managers and Managing Managerial ConceptsManagerial Concepts 2 Managerial FunctionsManagerial Functions 3.
NOT a quiz! How many specific responsibilities do most managers have?
. PPTs to accompany Contemporary Management 2e by Waddell, Jones & George © 2011 McGraw-Hill Australia Pty Ltd 1-1 Chapter 1 What is management?
Chapter 1 ORGANIZATIONAL BEHAVIOR AND MANAGEMENT.
Chapter 1 Managers and Managing © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for.
PANHA CHIET UNIVERSITY Course: Principle of Management Introduced By: YORN SOMETH, MBA Summary my Background rbs Graduated: BBA from National University.
ORGANIZATIONAL BEHAVIOR AND MANAGEMENT
PowerPoint Presentation by Charlie Cook ManagingManaging Chapter 1 Copyright © 2003 South-Western/Thomson Learning. All rights reserved.
DEFINITION OF MANAGEMENT INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS.
WEEK 2: MANAGEMENT AND MANAGERS BUSN 107 – Özge Can.
Why Study Management? The better you can work with people, the more successful you will be in both your personal and your professional lives. –Employers.
© 2017 SlidePlayer.com Inc. All rights reserved.