essentials of contempropry management
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Chapter
1
PowerPoint Presentation by Charlie Cook Copyright The McGraw-Hill Companies, Inc., 2004. All rights reserved.
The Management Process
Essentials of
ContemporaryManagement
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Learning Objectives
After studying the chapter, you should be able to:
Describe what management is, why management isimportant, what managers do, and how managersutilize organizational resources efficiently and
effectively to achieve organizational goals.
Distinguish amongplanning, organizing, leading,and controlling(the four managerial functions), andexplain how managers ability to handle each one can
affect organizational performance.
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Learning Objectives (contd)
Differentiate among three levels of management,and understand the responsibilities of managers atdifferent levels in the organizational hierarchy.
Identify the roles managers perform, the skills
they need to execute those roles effectively and theway new information technology is affecting theseroles and skills.
Discuss the principal challenges managers facein
todays increasingly competitive global environment.
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Efficiency, Effectiveness, and Performance in an Organization
Figure 1.1
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Organizational Performance
Organizational PerformanceA measure of how efficiently and effectively
managers are using organizational resources tosatisfy customers and achieve goals.
Efficiency
A measure of how well or productively resourcesare used to achieve a goal.
EffectivenessA measure of the appropriateness of the goals an
organization is pursuing and the degree to whichthey are achieved.
To get the r igh tthings done!
To do the things r igh t!
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Why Study Management?
Proper management directly impactsimprovements in the well-being of a society.
Studying management helps people to
understand what management is and
prepares them accomplish managerial
activities in their organizations.
Studying management opens a path to a well-
paying job and a satisfying career.
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Four Functions of Management
Figure 1.2
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Managerial Functions
Henri FayolFirst outlined the four managerial functions in his
book General Industrial Management.
Managers at all levels in all organizations perform
each of the functions of planning, organizing,leading, and controlling.
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Planning
Identifying and selecting appropriate goalsand courses of action for an organization.
The planning function determines how effective andefficient the organization is and determines the
strategyof the organization.
Three Steps in the Planning Process:
Deciding which goals to pursue.
Deciding what courses of action to adopt.Deciding how to allocate resources.
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Management Key Concepts
OrganizationPeople working together and coordinating their
actions to achieve specific goals.
Goal/objective
A desired future condition that the organizationseeks to achieve.
Strategy
A cluster of decisions about what goals to pursue,what actions to take, and how to use resources toachieve goals.
c.f.policy
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Organizing
Structuring working re lat ionsh ipsin a waythat allows organizational members to worktogether to achieve organizational goals.
Organizational Structure
A formalsystem of task and reportingrelationships that coordinates and motivatesorganizational members.
Creating organizational structure:
Grouping employees into departmentsaccording tothe tasks performed.
Laying out lines of author i tyand responsib i l i tyfororganizational members.
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Leading
Articulating a clear vis ionto follow, andenergizingand enabling organizational
members so they understand the part they
play in attaining organizational goals.
Leadership involves using power, influence, vision,persuasion, and communication skills.
The outcome of leadership is highly motivated andcommitted organizational members.
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Controlling
Evaluating how well an organization isachieving its goals and taking action to
maintain or improve performance.
Monitoringindividuals, departments, and the
organization to determine if desired performancestandards have been reached.
Taking action to increase performance as required.
The outcome of control is the ability to measureperformance accurately and to regulate theorganization for efficiency and effectiveness.
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Types of Managers
Levels of ManagementFirst-line managers
Responsible for day-to-day operations. Supervise people
performing activities required to make the good or service.
Middle managers
Supervise first-line managers. Are responsible to find the
best way to use departmental resources to achieve goals.
Top managers
Responsible for the performance of all departments and
have cross-departmental responsibility.
Establish organizational goals and monitor middle
managers.
Form top management team along with the CEO and COO.
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Levels of Management
Figure 1.3
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IT and Managerial Roles and Skills
Information Technology (IT) is increasinglyused to help managers adopt a cross-departmental view of their organization.
Managerial Role
The set of specific tasks that a person is expectedto perform because of the position he or she holdsin the organization.
Roles are defined into three role categories (as
identified by Mintzberg):Interpersonal Informational Decisional
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Decisional Roles
Roles associated with methods managers usein planning strategy and utilizing resources:
Entrepreneurdeciding which new projects orprograms to initiate and to invest resources in.
Disturbance handlermanaging an unexpectedevent or crisis.
Resource allocatorassigning resources betweenfunctions and divisions, setting the budgets of
lower managers.
Negotiatorreaching agreements between othermanagers, unions, customers, or shareholders.
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Interpersonal Roles
Roles that managers assume to providedirection and supervision to both employees
and the organization as a whole:
Figureheadsymbolizing the organizations
mission and what it is seeking to achieve.
Leadertraining, counseling, and mentoring highemployee performance.
Liaisonlinking and coordinating the activities ofpeople and groups both inside and outside theorganization/department.
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Being a Manager
Brevity
High Variety Fragmentation
ManagerialProblems
Compensation to be a manager
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Managerial Skills
Conceptual SkillsThe ability to analyze and diagnose a situation and
distinguish between cause and effect.
Human Skills
The ability to understand, alter, lead, and controlthe behavior of other individuals and groups.
Technical Skills
The specific knowledge and techniques required toperform an organizational role.
What should be the right thing?
How can we do better?
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Skill Types Needed by Managerial Level
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Challenges for Managementin a Global Environment
Increasing Number of Global Organizations.
Building a Competitive Advantage.
Maintaining EthicalStandards.
Managing a DiverseWorkforce.
Utilizing ITand E-commerce.
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Building a Competitive Advantage
Increasing EfficiencyReducing the quantity of resources used to produce
goods and services.
Increasing Quality
Introducing Total Quality Management (TQM) toimprove quality.
Increasing Speed, Flexibility, and Innovation
Adapting to bring new products to market faster.
Increasing Responsivenessto Customers
Empowering employees to deal with customers.
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Building Blocks of Competitive Advantage
Figure 1.5
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Maintaining Ethical Standards
Factors Influencing Behaviors:External pressures from stockholders/stakeholders
for increased organizational financial performance.
Internal pressures from top management to lower-
level managers to increase the organizationscompetitive performance and profitability.
Societal, cultural, and environment demands on theorganization.
Hurt somebody unintendedly vs. illegally
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Managing a Diverse Workforce
The Increasing Diversity of the Workforce Non-Discriminatory Employment Practices
Performance-Enhancing Benefits of a Diverse
WorkforceThe oppo rtun i t ies for special ization
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C i ht 2004 M G Hill All i ht d 1 31
Readings on the historical management gurus
Appendix A of chapter 1 Brief the management thoughts
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