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.
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Presentation on theme: "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."— Presentation transcript:
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 want to hire employees who can participate in managing the firm. –Even nonmanagers are being trained to perform management functions.
Why Study Management? (cont’d) The study of management builds the skills needed in today’s workplace to succeed in: –Becoming a partner in managing your organization through participative management. –Working in a team and sharing in decision making and other management tasks. The study of management also applies directly to your personal life in helping you to: –Communicate with and interact with people every day. –Make personal plans and decisions, set goals, prioritize what you will do, and get others to do things for you.
What Is a Manager’s Responsibility? Manager –The individual responsible for achieving organizational objectives through efficient and effective utilization of resources. The Manager’s Resources –Human, financial, physical, and informational Performance –Means of evaluating how effectively and efficiently managers use resources to achieve objectives.
What Does It Take to Be a Successful Manager? Management Qualities –Integrity, industriousness, and the ability to get along with people Management Skills –Technical –Human and communication –Conceptual and decision-making skills The Ghiselli Study –Initiative, self-assurance, decisiveness, intelligence, need for occupational achievement, and supervisory ability
What Do Managers Do? Management Functions –Planning Setting objectives and determining in advance exactly how the objectives will be met. –Organizing Delegating and coordinating tasks and allocating resources to achieve objectives. –Leading Influencing employees to work toward achieving objectives. –Controlling Establishing and implementing mechanisms to ensure that objectives are achieved.
The Systems Relationship among the Management Functions
Management Roles Role –A set of expectations of how one will behave in a given situation. Management Role Categories (Mintzberg) –Interpersonal Figurehead, leader, and liaison –Informational Monitor, disseminator, and spokesperson –Decisional Entrepreneur, disturbance handler, resource allocator, and negotiator
Ten Roles Managers Play Exhibit 1–4 Managers play various roles as necessary while performing their management functions so as to achieve organizational objectives.
Differences Among Managers The Three Levels of Management –Top managers CEO, president, or vice president –Middle managers Sales manager, branch manager, or department head –First-line managers Crew leader, supervisor, head nurse, or office manager –Nonmanagement operative employees Workers in the organization who are supervised by first- line managers.
Management Levels and Functional Areas Exhibit 1–5
Types of Managers General Managers –Supervise the activities of several departments. Functional Managers –Supervise the activities of related tasks. –Common functional areas: Marketing Operations/production Finance/accounting Human resources/personnel management Project Managers –Coordinate employees across several functional departments to accomplish a specific task.
New Workplace Issues and Challenges Technology and Speed Globalization and Diversity Knowledge, Learning, Quality, and Continuous Improvement Change, Creativity, Innovation, and Entrepreneurship Participative Management, Empowerment, and Teams Knowledge Management Ethics and Social Responsibility Networking and Boundaryless Relationships
New Workplace Issues and Challenges (cont’d) Technology and Speed –E-business: work done by using electronic linkages (including the Internet) between employees, partners, suppliers, and customers. –E-commerce: business exchanges or transactions that occur electronically. Globalization and Diversity –Mergers are creating larger globalized firms. –Firms competing globally have to act locally. –Diversity is increasing as minorities grow and markets globalize.
New Workplace Issues and Challenges (cont’d) Knowledge, Learning, Quality, and Continuous Improvement –Information is the foundation of knowledge which, in turn, is the foundation of competitive advantage. Knowledge workers The learning organization Knowledge Management –Involves everyone in an organization in sharing knowledge and applying it to continuously improve products and processes.
New Workplace Issues and Challenges (cont’d) Change, Creativity, Innovation, and Entrepreneurship –Knowledge management requires that people change in order to continually improve. –The speed of change in modern business has increased because of globalization and changes in technology. –Creativity is coming up with new ideas for improvements, and innovation is implementing those ideas. –Entrepreneurship is about generating creative ideas and using them through innovation.
New Workplace Issues and Challenges (cont’d) Participative Management, Empowerment, and Teams –Empowering employees to share in performing management functions by working in teams. –Learning organizations manage knowledge well by empowering teams to be creative and innovative. Ethics and Social Responsibility –Managerial integrity –Situational responses
New Workplace Issues and Challenges (cont’d) Networking and Boundaryless Relationships –Electronic networks –Relationship networks –Virtual integration