Management Core Skills Part I
•Als PPT, PDF herunterladen•
17 gefällt mir•5,147 views
Basic Concepts on Management. i. What is Expected of Managers ii. What Managers Do iii. Skills that Managers Develop and Apply
![O B J E C T I V E S ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Andere mochten auch
Andere mochten auch (20)
Ähnlich wie Management Core Skills Part I
Ähnlich wie Management Core Skills Part I (20)
Mehr von Ibrahim M. Morsy
Mehr von Ibrahim M. Morsy (13)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
Management Core Skills Part I
- 1. MANAGEMENT CORE SKILLS 2 0 0 7 Morsy I. M. Part I
- 8. What is Expected of Managers? The unique nature of managerial work. Coping with Environmental Forces. The Power of Human Resources. Part I.
- 21. How requirements for basic managerial skills vary at different levels of management Supervisors Middle Managers Executives Technical Skills Human Relations Skills Conceptual Skills
- 26. What is Expected of Managers? The unique nature of managerial work. Coping with Environmental Forces. The Power of Human Resources. Part I.
- 32. Coping with Environmental Forces Managers compete with, as well as look for support from, Independent forces in the external environment In which the parent organization exists and which it depends upon for survival. Successful managers span the boundaries of the systems in which they operate so as to optimize support and minimize resistance from, and conflict with, contending factions and forces.
- 34. What is Expected of Managers? The unique nature of managerial work. Coping with Environmental Forces. The Power of Human Resources. Part I.
- 36. The Power of Human Resources Organizational productivity begins with employees who know what is expected of them in terms of performance and cooperation. It is the manager’s responsibility to convey this information.
- 39. The Power of Human Resources An individual’s performance is deeply depend upon his or her unique perceptions, potential, and personality. Managers must accept these differences between people as “givens,” since they are related to individuals’ heredity, environment, and experience, and there is little that can be done to change them.
- 41. The Power of Human Resources An individual’s performance also reflects his or her personal needs, attitudes, and values. Managers must be sensitive to these qualities and respond to them in such a way as to create conditions that encourage the release of each person’s potential. The hierarchy of human needs by Abraham Maslow Security Survival Social Needs Esteem Self Actualization
- 45. The Power of Human Resources Fredrick Herzberg, gave another meaning to the work of both Maslow and McGregor Motivation through job enhancement Dissatisfaction if these needs are not met Maslow Hierarchy of needs Herzberg Two factor theory McGregor Contrasting views of human nature in work situations Security Survival Social Needs Esteem Self Actualization Theory Y Theory X
- 46. The Power of Human Resources Herzberg Two-Factor Theory Area of satisfaction Motivators Achievement, recognition, responsibility, personal growth, work itself Area of dissatisfaction Hygiene factors Working conditions, pay + security, company policies, supervisors Interpersonal relationships Highly satisfied Neutral Highly dissatisfied