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Ch 1 mgr n mgmt fundamentals of mgmt

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Ch 1 mgr n mgmt fundamentals of mgmt

  1. 1. 1 Chapter Managers and Management
  2. 2. Why Study Management? Diagram: Universal Need for Management
  3. 3. Why are Managers Important? b Organizations need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times. b Managerial skills and abilities are critical in getting things done. b The quality of the employee/supervisor relationship is the most important variable in productivity and loyalty.
  4. 4. Who Are Managers? b Manager b Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.
  5. 5. How Are Managers Different from Nonmanagerial Employees? b Nonmanagerial Employees People who work directly on a job or task and have no responsibility for overseeing the work of others. Examples, associates, team members b Managers Individuals in organizations who direct the activities of others.
  6. 6. Classifying Managers b First-line Managers - Individuals who manage the work of non-managerial employees. b Middle Managers - Individuals who manage the work of first-line managers. b Top Managers - Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
  7. 7. Exhibit: Levels of Management
  8. 8. Where Do Managers Work? Organization A deliberate arrangement of people brought together to accomplish a specific purpose (that individuals independently could not accomplish alone).
  9. 9. Common Characteristics of Organizations Have A Distinct Purpose Are Composed Of People Have A Deliberate Structure
  10. 10. What Is Management? • Management • The process of getting things done effectively and efficiently, with and through people • Effectiveness • “Doing the right things” • doing those tasks that help an organization reach its goals • Efficiency • “Doing things right” • Getting the most output for the least inputs
  11. 11. Diagram: Efficiency and Effectiveness in Management
  12. 12. Management Functions lanning - Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities. rganizing - Arranging and structuring work to accomplish organizational goals. eading - Working with and through people to accomplish goals. ontrolling - Monitoring, comparing, and correcting work. P O L C
  13. 13. Planning Organizing Leading Controlling Defining goals, establishing strategy, and developing plans to coordinate activities Determining what needs to be done, how it will be done, and who is to do it Motivating, leading and any other actions involved in dealing with people Monitoring activities to ensure that they are accomplished as planned Achieving the organization’s stated purposes Lead to Diagram: Four Functions of Management
  14. 14. Diagram: management activities by organizational level
  15. 15. Management Roles Roles are specific actions or behaviors expected of a manager. Henry Mintzberg observed that a manager’s job can be described by ten roles performed by managers in three general categories interpersonal relationships the transfer of information decision making.
  16. 16.  Interpersonal roles  Figurehead  Leader  Liaison Informational roles  Monitor  Disseminator  Spokesperson Decisional roles  Entrepreneur  Disturbance handler  Resource allocator  negotiator Mintzberg’s Managerial Roles
  17. 17. Skills Managers Need Technical skills Knowledge and proficiency in a specific field Human skills The ability to work well with other people Conceptual skills The ability to think and conceptualize about abstract and complex situations concerning the organization Political Skills Used to build a power base and establish connections
  18. 18. The Importance Of Customers The reason that organizations exist Employee attitudes and behaviors play a big part in customer satisfaction Managers must create a customer responsiveness where employees are friendly, knowledgeable, responsive to customer needs
  19. 19. The Importance Of Innovation “Nothing is more risky than not innovating” Doing things differently, exploring new territory, and taking risks. Managers should encourage employees to be aware of and act on opportunities for innovation.
  20. 20. The Importance of Sustainability Sustainability - a company’s ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.
  21. 21. Shifting organizational boundaries Virtual workplaces More mobile workforce Flexible work arrangements Empowered employees Work life-personal life balance Redefined values Rebuilding trust Increased accountability Customer service Innovation Globalization Efficiency/productivity Risk management Uncertainty over the future energy sources/prices Restructured workplace Discrimination concerns Globalization concerns Employee assistance Uncertainty over economic climate Changes Facing Managers
  22. 22. TUTORIAL
  23. 23. 1. An individual who works with and through other people by coordinating their work activities in order to accomplish organizational goals is ________. A) an assembly line worker B) a laborer C) a manager D) a salesperson Answer: C
  24. 24. 2. ________ have titles such as executive vice president, chief operating officer, and chief executive officer. A) Team leaders B) Middle managers C) First-line managers D) Top managers Answer: D
  25. 25. 3. Whereas ________ is concerned with the means of getting things done, ________ is concerned with the ends, or attainment of organizational goals. A) effectiveness; efficiency B) efficiency; effectiveness C) effectiveness; effability D) efficiency; experience Answer: B
  26. 26. 4. Today, the basic management functions have been condensed to ________. A) planning, organizing, commanding, and coordinating B) planning, organizing, coordinating, and controlling C) planning, organizing, commanding, and controlling D) planning, organizing, leading, and controlling Answer: D
  27. 27. 5. The process of monitoring, comparing, and correcting is called ________. A) controlling B) planning C) leading D) organizing Answer: A
  28. 28. 6. The ________ roles involve collecting, receiving, and disseminating information, according to Mintzberg's managerial roles. A) interpersonal B) informational C) technical D) decisional Answer: B
  29. 29. 7. Which of the following is an example of a decisional role according to Mintzberg? A) monitor B) entrepreneur C) figurehead D) disseminator Answer B

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