Unit 1.1 Introduction to Management.pptx

What management is,quality of management and what it takes tobe a manager

1. MANAGEMENT

2. Unit One: Overview of Management Management, Leadership, Functions, and Roles

3. Unit Objectives Define management & sources of change Discuss features, functions & importance of management Contrast functions vs roles of managers Summarize 10 facts of managerial life Explain principles of management Describe managerial skills & roles Differentiate administration & management

4. Management Defined Management The process of working with and through others to achieve organizational objectives in a changing environment. Management entails the effective and efficient use of limited resources.

5. Defining Management Koontz: Getting things done through people Taylor: Knowing what to do, when & how, efficiently Kreitner: Working with & through others to achieve objectives in a changing environment

6. Key Aspects of the Management Process

7. Working with and Through Others Management is a social process in which managers get things done by working with and through others. Shortcomings of “derailed” managers Problems with interpersonal relationships Failure to build and lead a team Inability to change and adapt during a transition

8. Achieving Organizational Objectives An objective is a target to be strived for and attained. Challenging yet achievable objectives provide guidance for effective and efficient actions by individuals and organizations.

9. Balancing Effectiveness and Efficiency Effectiveness Entails promptly achieving a stated organizational objective. Managers are held responsible for attaining objectives. Efficiency Entails balancing the amount of resources used to achieve an objective against what was actually accomplished. Managers must not waste scarce and costly resources.

10. Making the Most of Limited Resources We live in a world of scarcity. Over 80% of the world’s population lives in poor and less-developed countries. Managers are responsible for the efficient and effective use of the basic factors of production –land, labor, and capital.

11. Coping with a Changing Environment Five Major Sources of Change for Today’s Managers Globalization Environmentalism An ethical reawakening The Internet and the e-business revolution The evolution of product quality

12. Ethical Problems in the Workplace Lying to supervisors Lying on reports or falsifying records Stealing and theft Sexual harassment Abusing drugs or alcohol Conflict of interest

13. Major Sources of Change Globalization Evolution of product/service quality Environmentalism Ethical reawakening Internet & e-business revolution

14. What Do Managers Do? Managerial Functions General administrative duties that need to be carried out in virtually all productive organizations to achieve desired outcomes. Managerial Roles Specific categories of managerial behavior that managers use to achieve desired outcomes.

15. Identifiable Functions in the Management Process

16. Managerial Functions Planning Formulating future courses of action. Decision making Choosing among the alternatives for action. Organizing Deciding on the HR structure of the organization. Staffing Recruiting, training, and developing people. Communicating Providing information, direction, and feedback.

17. Managerial Functions (cont’d ) Motivating Providing meaningful work and valued rewards to individuals pursuing collective objectives. Leading Serving as role models and adapting management styles as the situation demands. Controlling Comparing desired results with actual results and taking corrective action as needed.

18. Who is a Manager? Plans & directs work Monitors performance Takes corrective actions when necessary Accountable for resources & results

19. Types of Managers Top Level: CEOs, Presidents Middle Level: Directors, Department Heads First Line: Supervisors, Unit Leaders Common attributes: appointed, direct & enable others, utilize resources, accountable for results

20. Managerial Skills Technical skills: specialized knowledge Human/social skills: working with people Conceptual skills: seeing the 'big picture' Other important skills: leadership, analytic thinking, communication, stress tolerance, personal impact

21. Managerial Roles (Mintzberg) Interpersonal: Figurehead, Leader, Liaison Informational: Monitor, Disseminator, Spokesperson Decisional: Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator

22. Mintzberg’s Managerial Roles

23. Mintzberg’s Managerial Roles (cont’d)

24. Mintzberg’s Managerial Roles (cont’d)

25. The Honeymoon Study: How Managers Learn to Manage

26. Management and Leadership Managers: appointed, authority-based, control-focused Leaders: influence, inspire, create vision Effective managers should ideally be leaders Leadership qualities: trust, vision, coolness, risk-taking, expertise, dissent, simplicity

27. Summary Defined management and leadership Discussed management functions and roles Explored managerial skills and types of managers Distinguished administration and management Highlighted importance of leadership in management

28. Learning Activities 1. List the three levels of management 2. Discuss four common attributes of managers 3. Justify: 'No difference between management & administration' 4. Who is a manager? What skills are needed for success?

29. Thank you