2 Who Are Managers?Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.
3 Classifying Managers First-line Managers Middle Managers Top Managers Are at the lowest level of management and manage the work of non-managerial employees.Middle ManagersManage the work of first-line managers.Top ManagersAre responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
7 Management Functions Planning Organizing Leading Controlling Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.OrganizingArranging work to accomplish organizational goals.LeadingWorking with and through people to accomplish goals.ControllingMonitoring, comparing, and correcting the work.
9 EVOLUTION OF MANAGEMENT THEORY How to respond tothe environment?Organization-Environment TheoryHow shouldmanagers behave?Behavioral Management TheoryHow to structure theorganization?Administrative Management TheoryScientific ManagementHow to organize the tasks for people?
10 THE MANAGEMENT FUNCTIONS PLANNINGCO-ORDINATINGCONTROLLINGORGANIZINGLEADING
11 THE MANAGEMENT FUNCTIONS Planning: Setting goals and deciding how best to achieve themOrganizing: Structuring working relationshipsLeading: Influencing others to work towards goalsControlling: Regulating activities to reach goalsCoordinating: Bringing the different activities togetherOrganized and systematic way of looking at manager’s jobsPlanning:Why plan? Things change: know what you want/ where you are to make changes.Goals - what to do or course of actions - resources. Long and short term goalsMost important: what benefits we provide to the society? Many worry about what we can get from the society. That establish your identity. Microsoft/ software in VN: can’t make money.It works with us as individuals, too. That will decide what we do.Organization:Departments? Report system? Responsibility and accountability? Believe me, with 10 years of doing training/consulting works, the questions who have what and do what always confusing and sensitive.Leading: showing people direction. Now, inspiring people to go in your direction.Do you guys follow the women basketball coach controversy? Believe me, I love the team/ coach. I followed most of their season. But I found it sad when players and the coach do not like each other. I am sure coach Runge did what she thinks is the best. But it is very hard achieve the goal by inspiring, not by hurting, your subordinates.Become more important in managing change, in knowledge-based economy.Controlling: make sure everything is done/ fit. “I am surprise with our report!”
12 Exercise: The Mann Gulch Disaster Using four functions of management to explain the disaster in the video
14 Management Skills Technical skills Human skills Conceptual skills Knowledge and proficiency in a specific fieldHuman skillsThe ability to work well with other peopleConceptual skillsThe ability to think and conceptualize about abstract and complex situations concerning the organization
16 Conceptual Skills Using information to solve business problems Identifying of opportunities for innovationRecognizing problem areas and implementing solutionsSelecting critical information from masses of dataUnderstanding of business uses of technologyUnderstanding of organization’s business model
17 Communication Skills Ability to transform ideas into words and actions Credibility among colleagues, peers, and subordinatesListening and asking questionsPresentation skills; spoken formatPresentation skills; written and/or graphic formats
18 Effectiveness SkillsContributing to corporate mission/departmental objectivesCustomer focusMultitasking: working at multiple tasks in parallelNegotiating skillsProject managementReviewing operations and implementing improvements
19 Effectiveness Skills (cont’d) Setting and maintaining performance standards internally and externallySetting priorities for attention and activityTime management
20 Interpersonal Skills Coaching and mentoring skills Diversity skills: working with diverse people and culturesNetworking within the organizationNetworking outside the organizationWorking in teams; cooperation and commitment
21 Case: Say it with flowers Identify Mr. Wood’s activities in each function of management, as indicated in the case?Why motivating the sales clerks is important? How does Mr. Wood motivate his people?What are some risks Mr. Wood needs to be aware of his ways of management?