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Managers and Managing chapter one McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.

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Presentation on theme: "Managers and Managing chapter one McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved."— Presentation transcript:

1 Managers and Managing chapter one McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.

2 Learning Objectives 1.Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals 2.Distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one affects organizational performance 3.Differentiate among three levels of management, and understand the tasks and responsibilities of managers at different levels in the organizational hierarchy 1-2

3 Learning Objectives 4.Distinguish between three kinds of managerial skill, and explain why managers are divided into different departments to perform their tasks more efficiently and effectively. 5.Discuss some major changes in management practices today that have occurred as a result of globalization and the use of advanced information technology (IT). 6.Discuss the principal challenges managers face in today’s increasingly competitive global environment 1-3

4 What is Management?  All managers work in organizations  Organizations └ collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes 1-4

5 What is Management?  Managers └ The people responsible for supervising the use of an organization’s resources to meet its goals 1-5

6 What is Management?  Management └ The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently 1-6

7 What is Management?  Resources └ include people, skills, know-how and experience, machinery, raw materials, computers and IT, patents, financial capital, and loyal customers and employees 1-7

8 Organizational Performance  Organizational Performance └ A measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals 1-8

9 Organizational Performance  Efficiency └ A measure of how well or how 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. 1-9

10 Efficiency, Effectiveness, and Performance in an Organization 1-10 Figure 1.1, page 7

11 Why Study Management? 1.The more efficient and effective use of scarce resources that organizations make of those resources, the greater the relative well-being and prosperity of people in that society 1-11

12 Why Study Management? 2.Helps people deal with their bosses and coworkers 3.Opens a path to a well-paying job and a satisfying career 1-12

13 Four Tasks of Management 1-13 Figure 1.2

14 Steps in the Planning Process 1.Deciding which goals the organization will pursue 2.Deciding what courses of action to adopt to attain those goals 3.Deciding how to allocate organizational resources 1-14

15 Organizing  Involves grouping people into departments according to the kinds of job-specific tasks they perform  Managers lay out lines of authority and responsibility  Decide how best to organize resources, particularly human resources 1-15

16 Organizing  Organizational structure └ A formal system of task and reporting relationships that coordinates and motivates members so that they work together to achieve organizational goals 1-16

17 Leading  Leadership involves using power, personality, and influence, persuasion, and communication skills  It revolves around encouraging all employees to perform at a high level  Outcome of leadership is highly motivated and committed workforce 1-17

18 Example - Coach Saban Coach Nick Saban of the University of Alabama leads by convincing his players and coaches to buy into his process “Come to work. Get to work. Grind it out on every play, every day, in the right way. Finish. Finish your preparation, your practice, your job. Focus on the process, not the results. If you do, the results will take care of themselves.” The result for 2009-10 was a national championship 1-18

19 Controlling  The outcome of the control process is the ability to measure performance accurately and regulate organizational efficiency and effectiveness  Managers must decide which goals to measure 1-19

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