Chapter 1 Management
description
Transcript of Chapter 1 Management
1Copyright ©2008 by Cengage Learning. All rights reserved
Chapter 1 Management
Designed & Prepared byB-books, Ltd.
MGMT2008
Chuck Williams
2Copyright ©2008 Cengage Learning. All rights reserved
Management Functions
Planning
Organizing
Leading
Controlling
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The Control Process
2.4
Set standards toachieve goals
Compare actualperformance to
standards
Make changesto return
performance tostandards
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Responsibilities of Top Managers
Creating a context for change
Developing commitmentand ownership in employees
Creating a positive organizational culture through language and action
Monitoring their business environments
3.1
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Responsibilities of Middle Managers
3.2
Coordinate and link groups, departments, and divisions
Monitor and manage the performance of subunits and managers who report to them
Implement changes or strategies generated by top managers
Plan and allocate resources to meet objectives
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Responsibilities of First-Line Managers
3.3
Manage the performance of entry-level employees
Encourage, monitor, and reward the performance of workers
Teach entry-level employees how to do their jobs
Make detailed schedules and operating plans
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Responsibilities of Team Leaders
Facilitate team performance
Manage external relations
3.4
Facilitate internal team relationships
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Mintzberg’s Managerial Roles
H. Mintzberg, “The Manager’s Job: Folklore and Fact,” Harvard Business Review (July-August 1975).
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Interpersonal Informational DecisionalFigurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
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What Companies Look for in Managers
Technical Skills Human Skills
Conceptual Skills
Motivation to Manage
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Transition to Management (The First Year)
Be the boss Formal authority Manage tasks Job is not
managing people
Initial expecta-tions were wrong
Fast pace Heavy workload Job is to be
problem-solverand troubleshooter
No longer “doer” Communication,
listening, positivereinforcement
Learning to adaptand control stress
Job is peopledevelopment
Managers’Initial Expectations
After Six MonthsAs a Manager
After a YearAs a Manager
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Management Practices in Top Performing Companies
Competitive Advantage through People
1. Employment Security2. Selective Hiring3. Self-Managed Teams and Decentralization4. High Wages Contingent on Org. Performance 5. Training and Skill Development6. Reduction of Status Differences7. Sharing Information
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