cu management is.ppt

8/6/2019 CU Management is.ppt..

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Management Is

Effectiveness

Effectiveness

Efficiency

Efficiency

Getting workGetting workdone throughdone through

othersothers


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Efficiency and Effectiveness

Efficiency

Getting work done with a minimum of

effort, expense, or waste

Doings things rightmost output for

least input

Effectiveness

Accomplishing tasks that help fulfillorganizational objectives

Doing the right things


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Planning

Planning

Determining organizational goals and a

means forachieving them


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Organizing

Deciding where decisions will be

made

Who will do what jobs and tasks

Who will work for whom


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Leading

Motiva

ting

Motiva

ting

Inspiring

Inspiring

LeadingLeading

For Anne Mulcahy, CEO ofXerox,

the key to successful leadership is

communicating with the companys

most important constituents:

employees and customers.


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Controlling

Controlling

Monitoring progress toward goal

achievement and taking corrective action

when needed


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The Control Process

Set standards to

achieve goals

Compare actualperformance to

standards

Make changesto return

performance to

standards


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Kinds ofManagers

Top Managers

Middle Managers

First-Line

Managers

Team Leaders


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Top managers

those managers at the very top levels of the

hierarchy who have the most authority and

who are ultimately responsible for the entire

organization. They are those who are

responsible for makin organization-wide

decisions and establishing the plans and

goals that affect the entire organization


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Top Managers

ChiefExecutive Officer (CEO)

ChiefOperating Officer (COO)

ChiefFinancial Officer (CFO)

ChiefInformation Officer (CIO)


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Middle-level managers

those managers beneath the top-levels of the hierarchy and directlysupervise other managers below

them. It includes all levels ofmanagement between the first-linelevel and the top level of theorganization. These managersmanage the work offirst-linemanagers and may have titles suchas department head, project leader,plant managers, or division manager.


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Middle Managers

Plant Manager

Regional Manager

Divisional Manager


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FIRST-LINE MANAGERS

also called first-line supervisors are those

managers having the least authority and are at the

lowest level in the hierarchy of the organization.

First-line managers are at the lowest level ofmanagement and manage the work ofnon-

managerial individuals who are involved with the

production orcreation of the organizations

products. Theyre often called supervisors but may

also be called line managers, office managers, oreven foremen. They are directly responsible for

the work ofoperating (nonmanagerial) employees.


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First-Line Managers

3

Office Manager

Shift Supervisor

Department Manager


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Responsibilities ofTeam

Leaders

Facilitate team performanceFacilitate team performance

Facilitate internal team relationshipsFacilitate internal team relationships

Manage external relationsManage external relations


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Managerial Roles

Interpersonal Informational Decisional

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance

Handler

Resource

Allocator

Negotiator


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Managerial Roles

Figurehead

Leader

Liaison

Managers perform ceremonial duties

Managers motivate and encourage

workers to accomplish objectives

Managers deal with people outside

their units

Interpersonal Roles


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Managerial Roles

Monitor

Disseminator

Spokesperson

Managers scan their environmentfor information

Managers share information

with others in their company

Managers share information

with others outside their

departments or companies

Informational Roles


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Entrepreneur

Disturbance

Handler

Resource

Allocator

Negotiator

Managerial Roles

Managers adapt to incremental change

Managers respond to problems that

demand immediate action

Managers decide who gets

what resources

Managers negotiate schedules,

projects, goals, outcomes, resources,

and raises

Decisional Roles


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What Companies Look for

in Managers

Technical SkillsTechnical Skills Human SkillsHuman Skills

Conceptual SkillsConceptual Skills Motivation to ManageMotivation to Manage


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Managers Skills

Skills Approach

Technical skills

Knowledge and proficiencyin a specificfield

Human skills

The ability to work well with other people

Conceptual skills

The ability to think and conceptualize aboutabstract and complex situations concerning

the organization


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What Companies Look for

in ManagersSkills are more or less important at differentlevels ofmanagement:

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