unit 1 intro to management
TRANSCRIPT
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MANAGEMENT CONCEPTS-
UNIT 1
INTRODUCTION
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Management: Science or Art?
• The Science of Management Assumes that problems can be approached using
rational, logical, objective, and systematic ways.
Requires technical, diagnostic, and decision-making
skills and techniques to solve problems.• The Art of ManagementDecisions are made and problems solved using a
blend of intuition, experience, instinct, and personalinsights.
Requires conceptual, communication, interpersonal,and time-management skills to accomplish the tasksassociated with managerial activities.
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Who Are Managers?
• Manager Someone who works with and through other people
by coordinating and integrating their work activities in
order to accomplish organizational goals.
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What is Management?
A set of activitiesplanning and decision making, organizing, leading, and
controlling
directed at an organization’s resources
human, financial, physical, and information
with the aim of achieving organizational goals
in an efficient and effective
manner.
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Basic Purpose of Management
EFFICIENTLY Using resources wisely and
in a cost-effective way
EFFECTIVELYMaking the right decisions and
successfully implementing them
And
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Classifying Managers
• First-line Managers Are at the lowest level of management and manage
the work of non-managerial employees.
• Middle Managers
Manage the work of first-line managers.
• Top Managers
Are responsible for making organization-wide
decisions and establishing plans and goals that affectthe entire organization.
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Exhibit 1.1
Managerial Levels
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Figure 1.1
Kinds of Managers by Level and Area
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Kinds of Managers by Level
• Top ManagersThe relatively small group of executives who manage
the organization’s overall goals, strategy, and
operating policies.
• Middle ManagersLargest group of managers in organizations
Implement top management’s policies and plans.
Supervise and coordinate lower-level managers’
activities.
• First-Line Managers
Managers who supervise and coordinate the activities
of operating employees.
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Kinds of Managers by Area
• Marketing ManagersWork in areas related to getting consumers and
clients to buy the organization’s products or services.
• Financial Managers
Deal primarily with an organization’s financial
resources.
• Operations Managers
Concerned with creating and managing the systemsthat create organization’s products and services.
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Kinds of Managers by Area (cont’d)
• Human Resource Managers Involved in human resource processes
Planning, recruiting and selection, training and
development, designing compensation and benefit
systems, formulating performance appraisal systems.
• Administrative Managers
Serve as generalists in functional areas and are not
associated with any particular management specialty.
• Other Kinds of Managers
Assigned as specialists in positions directly related to
the needs of the organization.
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What Do Managers Do?
• Functional ApproachPlanning
Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
Organizing Arranging work to accomplish organizational goals.
Leading
Working with and through people to accomplish goals.
Controlling
Monitoring, comparing, and correcting the work.
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Management as a set of roles
• Day-to-day management activities areroutine, orderly, and rational.
• These include:Interpersonal roles - communication with
superiors, peers, subordinates, and people from
outside the organization.
Information Roles - obtaining, interpreting, andgiving out information.
Decisional Roles - choosing among competing
alternatives.
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Skills and the
Manager
FundamentalManagement
Skills
Technical Skills
Interpersonal Skills
Conceptual Skills
Diagnostic Skills
Communication Skills
Decision-Making Skills
Time-Management Skills
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Fundamental Management Skills
• TechnicalSkills necessary to accomplish or understand the
specific kind of work being done in an organization.
• Interpersonal
The ability to communicate with, understand, andmotivate both individuals and groups.
• ConceptualThe manager’s ability to think in the abstract.
• DiagnosticThe manager’s ability to visualize the most
appropriate response to a situation.
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Fundamental Management Skills (cont’d)
• CommunicationThe manager’s abilities both to convey ideas and
information effectively to others and to receive ideasand information effectively from others.
• Decision-MakingThe manager’s ability to recognize and define
problems and opportunities correctly and then toselect an appropriate course of action to solve theproblems and capitalize on opportunities.
• Time-ManagementThe manager’s ability to prioritize work, to work
efficiently, and to delegate appropriately.
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What Do Managers Do? (cont’d)
• Management Roles Approach
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator,
spokesperson
Decisional roles
Disturbance handler,
resource allocator, negotiator
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What Do Managers Do? (cont’d)
• Skills ApproachTechnical 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
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Exhibit 1.5
Skills Needed at Different Management Levels
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Exhibit 1.6b
Communication Skills
• Ability to transform ideas into words and actions
• Credibility among colleagues, peers, and
subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic
formats
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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Exhibit 1.6c
Effectiveness Skills
• Contributing to corporate mission/departmentalobjectives
• Customer focus
• Multitasking: working at multiple tasks in parallel• Negotiating skills
• Project management
• Reviewing operations and implementingimprovements
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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Exhibit 1.6c
Effectiveness Skills (cont’d)
• Setting and maintaining performance standardsinternally and externally
• Setting priorities for attention and activity
• Time management
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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Exhibit 1.6d
Interpersonal Skills
• Coaching and mentoring skills
• Diversity skills: working with diverse people and
cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and commitment
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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What Is An Organization?
• An Organization Defined A deliberate arrangement of people to accomplish
some specific purpose
• Common Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure
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Exhibit 1.9
Characteristics of Organizations
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Exhibit 1.10
The Changing Organization
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Why Study Management?
• The Value of Studying ManagementThe universality of management
Good management is needed in all organizations.
The reality of work
Employees either manage or are managed.
Rewards and challenges of being a manager
Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
Successful managers receive significant monetaryrewards for their efforts.
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Management Functions
Planning Organizing &
Staffing
Directing Controlling
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Planning
• The management function thatassesses the management
environment to set future
objectives and map out
activities necessary to achievethose objectives.
• To be effective, the objectivesof individuals, teams, and
management should be
coordinated to support the
firm’s mission. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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Organizing
• The management function thatdetermines how the firm’s
human, financial, physical,
informational, and technical
resources are arranged andcoordinated to perform tasks
to achieve desired goals.
• The deployment of resources
to achieve strategic goals.
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Staffing
- Selecting
- Recruiting
- Placing
- Training- Compensating
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Directing
• CommunicatingProviding and receiving information / messages
through various channels
• Supervising
Overseeing the activities of members
• Leading
Setting the path towards goals for the members to follow
• MotivatingEncouraging the employees to willfully contribute more
and more
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Controlling
• The management function thatmeasures performance,
compares it to objectives,
implements necessary
changes, and monitorsprogress.
• Many of these issues involvefeedback or identifying
potential problems and taking
corrective action.
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