managment lession1.ppt

8/10/2019 managment lession1.ppt

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An Introduction to Management

Managing and the ManagersJob


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Someone whose primary responsibility is to carry out

the management process. Plans and makes decisions, organizes, leads, and

controls human, financial, physical, and informationresources.

What is a Manager? 12


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Plan:

A manager cannot operate effectively unless he or she has long range plans.

Organize

When there is more than one employee needed to carry out a plan, then

organization is needed. Lead

Find methods how to motivate the employees

Control

Develop a method to determine what has been and what still must be done.

The Managers Job 13


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A basic management function involving formulation of one or moredetailed plans to achieve optimum balance of need or demands andavailable resources. The planning process identifies the goals orobjectives to be achieved, formulates strategies to achieve them.

Planning


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Arranging several elements into a purposeful order or structure to carryout the plan. It determines how activities and resources have to begrouped.

Organizing

A set of processes used to get member of the organization to work togetherto further the interests of the organization.

Leading


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Monitoring the organizational progress towards its goals. Ensuring thatthe company performs in such a way as to arrive at its goal at theappointed time

Controlling


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What is the difference between:

I will finish my bachelor with an A

I will do my best to survive the class

I will finish my project till 15:00

I will work on my project

Result orientation as a prerequisite for

managers


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What is the result I want to create here at university?

What is needed to get there?

Questions are the keys to success


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Read about the things you want to know

Write down what you want to know and what you have learned

Repeat, Repeat and repeat

Have discipline learn every day

Learn short, but often Learning in a group can facilitate knowledge

Make memory cards

How to learn best?


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A group of people workingtogether in a structured

and coordinated fashionto achieve a set of goals.

What Is an Organization?1

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What needs to be managed?


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A resourceis a source from which benefit is produced

Resources have three main characteristics:

Utility

Limited availability

A potential for depletion of consumption

What is a resource?


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Types of Organizational Resources1

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Physical

Resources

Human

Resources

Information

Resources

Financial

Resources

Organizational

Resources

Classical economy recognizes three categories of resources: land, labor, and capital


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Human resources

Managerial talent and labor

Financial resources

Capital investments to support ongoing and long-termoperations

Physical resources

Raw materials; office and production facilities, andequipment

Information resources

Usable data, information linkages

Organizational Resources1

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Organization

Human

Resources

Financial

Resources

Physical

Resources

Information

Resources

Royal Dutch/Shell Group

Drillingplatform

workers

Corporate

executives

ProfitsStockholder

investments

RefineriesOffice buildings

Sales forecastsOPEC

proclamations

Michigan State

University

Faculty

Administrative

staff

Alumni

contributions

Governmentgrants

Computers

Campus facilities

Research reports

Government

publications

New York City Police officers

Municipal

employees

Tax revenue

Government

grants

Sanitation

equipment

Municipal

buildings

Economic

forecasts

Crime statistics

Susans Corner

Grocery Store

Grocery clerks

Bookkeeper

Profits

Owner

investment

Building

Display shelving

Price lists from

suppliers

Newspaper ads

for competitors

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Efficiancy is the comparions of what is actually produced or performedwith what can be achieved with the same consumption of resources(money, time labor) Doing the things right.

Effektiveness is the degree to which obejctives are achieved and the extentto which targeted problems are solved. Doing the right things

Efficient means using resources wisely and without unnecessary waste.

Effective means doing the right things successfully.

Efficiancy vs Effectiveness


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The Basic Purpose of Management1

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EFFICIENTLYUsing resources wisely and

in a cost-effective way

EFFECTIVELYMaking the r igh t decis ions andsuccessfu l ly implement ing them

And


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A set of activities

planning and decision making,organizing, leading, and controlling

directed at an organizations resources

human, financial, physical, andinformation

with the aim of achieving organizational goals in an efficientand

effectivemanner.

What is Management?1

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1

20The Management Process


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Planning and Decision Making:Determining goals and courses of action

Organizing:Coordinating activities and resources

Leading:Motivating and managing people

Controlling:Monitoring and evaluating activities

The Management Process1

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The Manager types


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Kinds of Managers byLevel and Area


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Top Managers

are the small group of executives who manage the overall organization. Theycreate the organizations goals, overall strategy, and operating policies.

Middle Managers

are primarily responsible for implementing the policies and plans of topmanagers. They also supervise and coordinate the activities of lower levelmanagers.

First-Line Managers

supervise and coordinate the activities of operating employees.

Kinds of Managers by Level1

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Kinds of Managers by Area1

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Human Resources

Managers

Administrative

Managers

Specialist

Managers

Kinds ofManagers

by Area

Marketing

Managers

Financial

Managers

Operations

Managers


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Marketing Managers

work in areas related to getting consumers and clients to buythe organizations products or servicesnew productdevelopment, promotion, and distribution.

Financial Managers

deal primarily with an organizations financial resourcesaccounting, cash management, and investments.

Operations Managers

are involved with systems that create products and servicesproduction control, inventory, quality control, plant layout,

site selection.

Kinds of Managers by Area1

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Human Resources Managers

are involved in human resource activities.

Administrative Managers

are generalists familiar with all functional areas of management

and are not associated with any particular management specialty. Other Kinds of Managers

hold specialized managerial positions (e.g., public relationsmanagers) directly related to the needs of the organization.

Kinds of Managers by Area (contd)1

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Regardless of level or area, all managers must play certain roles andexhibit specific skills in order to be successful.

Managers:

Do certain things.

Meet certain needs.

Have certain responsibilities.

Basic Managerial Roles and Skills1

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What Skills Do Managers Need?1

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Technical

Conceptual

Communication

Time

Management

Decision

Making

Diagnostic

Interpersonal

FundamentalManagement

Skills


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Technical

To accomplish or understand the specific kind of work being done in anorganization.

Interpersonal

To communicate with, understand, and motivate both individuals and groups.

Conceptual

To think in the abstract.

Diagnostic

To visualize the appropriate response to a situation.

Managerial Skills1

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Communication

To convey ideas and information effectively to others and to receive the sameeffectively from others.

Decision-Making

To recognize and define problems and opportunities and then to select an

appropriate course of action to solve problems and capitalize onopportunities.

Time-Management

To prioritize work, to work efficiently, and to delegate appropriately.

Managerial Skills (contd)1

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HOW TO ACQUIRE THE SKILLS?


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A ROLE is

an expected behaviorassociated with a particular position

or status in a group or organisation


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Managerial roles !!!1

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Interpersonal

Roles

Informational

Roles

ManagerialRoles

Decisional

Roles


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Interpersonal Roles

Figurehead, leader, and liaison roles involve dealing with other people.

Informational Roles

Monitor, disseminator, and spokesperson roles involve the processing ofinformation.

Decisional Roles

Entrepreneur, disturbance handler, resource allocator, and negotiator aremanagerial roles primarily related to making decisions.

Managerial Roles (Mintzberg)1

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Category Role Sample Activities

Interpersonal Figurehead Attending ribbon-cutting ceremony for new plant

Leader Encouraging employees to improve productivity

Liaison Coordinating activities of two project groups

Informational Monitor Scanning industry reports to stay abreast of

developments

Disseminator Sending memos outlining new organizational

initiatives

Spokesperson Making a speech to discuss growth plans

Decisional Entrepreneur Developing new ideas for innovation

Disturbance

handler

Resolving conflict between two subordinates

Resource

allocator

Reviewing and revising budget requests

Negotiator Reaching agreement with a key supplier or labor

union

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managment lession1.ppt

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