Professional Documents
Culture Documents
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Learning Objectives
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Learning Objectives
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Why Study Management?
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Question?
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Managers
Managers –
– The people responsible for supervising the
use of an organization’s resources to meet
its goals
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What is Management?
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What is Management?
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What is Management?
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Organizational Performance
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Organizational Performance
Figure 1.1
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Purpose of Management
Efficiency
– A measure of how well or how productively
resources are used to achieve a goal
– Using resources wisely and in a cost-
effective way
Effectiveness
– A measure of the appropriateness of the
goals an organization is pursuing and the
degree to which they are achieved.
– Making the right decisions and successfully
implementing them.
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Why study management?
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Why study management?
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Managerial Tasks
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Four Functions of Management
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Steps in the Planning Process
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Planning
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B. Organizing
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Organizing
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Organizational Structure
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C. Leading
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Leading
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D. Controlling
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Ten Roles Managers Play
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Interpersonal Roles
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Informational Roles
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Decisional Roles
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Levels of Management
Figure 1.3
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Areas of Managers
Department
– A group of managers and employees who
work together and possess
similar skills
or use the same
knowledge, tools,
or techniques
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Levels of Management
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Levels of Management
• Top managers –
• Responsible for the performance of all departments
and have cross-departmental responsibility.
• Establish organizational goals and monitor middle
managers
• Decide how different departments should interact
• Ultimately responsible for the success or failure of
an organization
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Levels of Management
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Relative Amount of Time That Managers Spend on
the Four Managerial Functions
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Managerial Skills
• Conceptual skills
– The ability to analyze and diagnose a situation and
distinguish between cause and effect.
• Human skills
– The ability to understand, alter, lead, and control
the behavior of other individuals and groups.
• Technical skills
– Job-specific skills required to perform a particular
type of work or occupation at a high level.
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Skill Types Needed
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Restructuring
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Outsourcing
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Empowerment
Involves giving
employees more
authority and
responsibility over
the way they perform
their work activities
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Self-managed teams
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Discussion Question
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• Conceptual skills
– The ability to analyze and diagnose a situation and
distinguish between cause and effect.
• Human skills
– The ability to understand, alter, lead, and control
the behavior of other individuals and groups.
• Technical skills
– Job-specific skills required to perform a particular
type of work or occupation at a high level.
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• Restructuring -Involves simplifying, shrinking, or
downsizing an organization’s operations to lower
operating costs
• Outsourcing - Contracting with another company,
usually in a low cost country abroad, to perform a work
activity the company previously performed itself
• Empowerment - Involves giving employees more
authority and responsibility over the way they perform
their work activities
• Self Manage team - Groups of employees who
assume collective responsibility for organizing,
controlling, and supervising their own work activities
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• Diagnostic – the ability to visualize the most
appropriate response to a situation
• Communication – the abilities to articulate
(convey) both ideas and information effectively to
others and to receive ideas and information effectively
from others
• Decision making – the ability to recognize and
define problems and opportunities correctly and to
select an appropriate course of actions to solve the
problems and capitalize on opportunities.
• Time management – the ability to prioritize
work, to work efficiently and to delegate appropriately
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Challenges for Management in
a Global Environment
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Building Competitive Advantage
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Building Blocks of Competitive Advantage
Figure 1.6
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Building Competitive Advantage
• Increasing efficiency
– Reduce the quantity of resources used to
produce goods or services
• Increasing Quality
– Improve the skills and abilities of the
workforce
– Introduce total quality management
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Building Competitive Advantage
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Building Competitive Advantage
• Innovation
– Process of creating new or improved goods
and services that customers want
– Developing better ways to produce or
provide goods and services
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Turnaround Management
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Managing a Diverse Workforce
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Global Crisis Management
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What Is a Manager’s Responsibility?
• Manager
– The individual responsible for achieving
organizational objectives through efficient
and effective utilization of resources.
Participative?
• The Manager’s Resources
– Human, financial, physical, and
informational
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What Is a Manager’s Responsibility?
• Performance
– Means of evaluating how effectively and
efficiently managers use resources to
achieve objectives.
– Today often means “How” as well as
“What”
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What Does It Take to Be a Successful
Manager?
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TQ
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