1. © Prentice Hall, 2005 1 - 1

2. © Prentice Hall, 2005 1 - 2ObjectivesObjectives 1.An understanding of the importance of management to society and individuals 2.An understanding of the role of management 3.An ability to define management in several different ways 4.An ability to list and define the basic functions of management 5.Working definitions of managerial effectiveness and managerial efficiency 6.An understanding of basic management skills and their relative importance to managers 7.An understanding of the universality of management 8.Insights concerning what management careers are and how they evolve 9.Knowledge of skills that help managers become successful

3. © Prentice Hall, 2005 1 - 3 The Importance of Management Influences all phases of an organization Operations Markets Workforce

4. © Prentice Hall, 2005 1 - 4 The Management Task

5. © Prentice Hall, 2005 1 - 5 The Management Task

6. © Prentice Hall, 2005 1 - 6 The Management Task The Role of Management Defining Management 1. process of continuing and related activities 2. involves and concentrates on reaching organizational goals 3. works with and through people and other organizational resources The Management Process: Management Functions Planning Organizing Influencing Controlling 1. Gather information that measures recent performance 2. Compare present performance to preestablished standards 3. Determine modifications to meet preestablished standards

7. © Prentice Hall, 2005 1 - 7 The Management Task Management Process and Goal Attainment Bias for action Closeness to customer Autonomy and entrepreneurship Productivity through people Hands-on, value-driven orientation “Sticking to the knitting’’ Simple organizational form with lean staff Simultaneous loose-tight properties

8. © Prentice Hall, 2005 1 - 8 The Management Task

9. © Prentice Hall, 2005 1 - 9 The Management Task Management and Organizational Resources 1.Human 2.Monetary 3.Raw materials 4.Capital Managerial Effectiveness Managerial Efficiency

10. © Prentice Hall, 2005 1 - 10 The Management Task

11. © Prentice Hall, 2005 1 - 11 The Management Task

12. © Prentice Hall, 2005 1 - 12 The Universality of Management Applies to all types of organizations Varies from one type of organization to another The Theory of Characteristics Henri Fayol Positive physical and mental qualities Special knowledge related to operation B. C. Forbes Personal qualities Enthusiasm Earnestness of purpose Confidence Faith in their own worthwhileness

13. © Prentice Hall, 2005 1 - 13 Management Careers A Definition of Career Career Stages, Life Stages, and Performance Exploration Stage Establishment Stage Maintenance Stage Career plateauing Decline Stage

14. © Prentice Hall, 2005 1 - 14 Management Careers

15. © Prentice Hall, 2005 1 - 15 Management Careers Promoting Your Own Career Special Career Issues Women Managers Dual-Career Couples How Dual-Career Couples Cope

16. © Prentice Hall, 2005 1 - 16 Management Careers

17. © Prentice Hall, 2005 1 - 17 Management Skill: The Key to Management Success Defining Management Skill Management Skill: A Classic View Technical Skills Human Skills Conceptual Skills Management Skill: A Contemporary View 1. Define major activities that managers typically perform 2. List skills needed to carry out these activities successfully Major activities that modern managers typically perform: 1.Task-related activities 2.People-related activities 3.Change-related activities

18. © Prentice Hall, 2005 1 - 18 Management Skill: The Key to Management Success

19. © Prentice Hall, 2005 1 - 19 Management Skill: The Key to Management Success

20. © Prentice Hall, 2005 1 - 20 Special Features for the Remaining Chapters Highlights Global Arena Ethics and Social Responsibility Diversity Counts Across Industries Information Today How The Pros Do It

21. © Prentice Hall, 2005 1 - 21 Questions