Topic 1 Managers and Management

8/9/2019 Topic 1 Managers and Management

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1Chapte

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Managers

andManagement

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Learning Outcomes

Tellwhomanagers are and where theywork

Defne management

Describewhat managers do Explainwhy its importantto study

management

Describethe factorsthat arereshaping and redening management

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Who Are ManagersWhere !o "hey Work

Organization A de#i$erate arrangement of peop#e

$rought togetherto accomp#ish a

specic purpose% Common Characteristics o

Organizations

1. Goals- !istinct purpose

2. Peopleworking together &'ocia# entity(

3. structure

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Value

-s/holders

-customers

Innovations

Mtn. integrity

people

To defines & limits

Behaviorof memers

-structure

-rules & regulations!ecision &

activities


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o! "re Managers Di#erent rom$onmanagerial Emplo%ees&

$onmanagerial Emplo%ees +eop#e who work direct#y on a ,o$ or

taskand hae no responsi$i#ity for

oerseeing the work of others% .g- associates/ team mem$ers/ accounts

o0cer/ " specia#ist/ purchasing c#erk%%

Managers

ndiidua#s in organiations who directthe actiities of others%

.g% Manager - production/ purchasing/ ac%

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'hatTitles Do Managersa(e&

Top Managers

6esponsi$#e - directionof the organiation% .sta$#ishing po#icies 7 phi#osophies .g% +resident/ 8.O/ 9+

Mi))le Managers Manage the actiities of other managers%"rans#ate the goa#s set $y top managers into specic

detai# that #ower managers can get things done% .g% !istrict Manager/ !iision Manager

*irst+line Managers directing nonmanageria# emp#oyees &day to day

actiities( .g% 'uperisor/ "eam Leader

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'hat ,s Management&

Management"he processof getting things done efectively

and eciently/ with and through peop#e

E#ecti(eness

E-cienc% 8oncerned with the means/ e0cient use of

resources#ike peop#e/ money/ and e>uipment Most output with #eastinput - cost &means(

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1-118opyright @2?11 +earson.ducation/ nc% +u$#ishing as+rentice a##%


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The Process o Management


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'hat Do Managers Do&

n the functions approachproposed $y Brenchindustria#ist enri Bayo#/

a## managers performcertain actiities orfunctions

-p#an/ organie/ command/coordinateand contro#

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*or Management*nctions Planning

!ening the organiationa# purpose &goa#s(and ways &strategy 7 p#an(to achiee it

Organizing Arranging and structuring workto accomp#ish

organiationa# goa#s &what ow Who( /ea)ing

!irecting the work actiities of others !irect/ coordinate/ motiatingC

communication channe#

nDuencingC change $ehaior% Controlling

Monitoring/ comparing-std/ and correctingwork performance &cost/ >ua#ity/ serice%%(

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"esolve conflicts


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'hat 0oles Do Managers Pla%&

enry Mint$erg &4?s(o$sered that amanagers ,o$ can $e descri$ed $y ten ro#esperformed $y managers in three genera#categories%

,nterpersonal 0oles Bigurehead/ Leader/ and Liaison

,normational 0oles

Monitor/ !isseminatorand 'pokesperson Decisional roles .ntrepreneur/ !istur$ance and#er/

6esource A##ocatorand Eegotiator

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i ,nterpersonal 0oles

,nterpersonal rolesrefer to re#ationshipswith others and are re#ated to human ski##s%

- The fgrehea) role- hand#ing of ceremonia#

and sym$o#ic functionsfor the organiation&signing mou(%

The lea)er role+the re#ationship withsu$ordinates inc#uding motiation/

communication/ and inDuence% The liaison role- the dee#opment of

information sources $oth inside and outsidetheorganiations%


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ii ,normational 0oles

,normational rolesinc#ude the functions used tomaintain and dee#opan information network%

monitor ro#e- seeking current information frommany sources &written mat%7 peop#es(%

disseminator ro#e-the manager transmitsinformation to others-inside and outsidethe orgn

spokesperson ro#e- making o0cia# statementsto peop#e outsidethe organiation a$outcompany po#icies/ actions/ or p#ans%


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iii Decisional 0oles

Decisional rolescome into p#ay when managersmust make choices% "hese ro#es often re>uire $othconceptua# and human ski##s%

The entreprener role+ initiation of change%Managers seek ways to so#e pro$#emsorimproe operations%

The )istrbance han)ler role+ reso#ingconDictamong su$ordinates/ $etweenmanagers/ or $etween departments%

The resorce allocator role+ a##ocating

resourcesin order to attain desired outcomes%&get F/ $udget(

The negotiator role+ ino#es forma#negotiations and $argainingto attain outcomes

for the managers unit of responsi$i#ity%

#nion$ other dept.$ supplier


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'hat 34illsDo Managers $ee)&

6o$ert Gat and others descri$e four critica# ski##s inmanaging

Conceptal 34ills

Hsed to ana#ye 7 diagnosecomp#eI situations &t(-'WO"

,nterpersonal 34ills Hsed to communicate/ motiate/ mentorand de#egate

Technical 34ills

Jased on specia#ied know#edgere>uired for work

Political 34ills

Hsed to $ui#d a power$ase and esta$#ish connections

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%etting resources

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,s The Manager5s 6ob7ni(ersal&

managers ,o$ arieswith a#ong seera#dimensions

/e(el in the Organization

"op #ee#managers do more p#anning/designing oera## orgn% 'tructure ratherthan superisors 7 designing ,o$s for

indiidua#7 work groups% Proft (s. $onproft

Management performance is measured

on diKerent o$,ecties 1-22


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,s the Manager5s 6ob7ni(ersal& cont5)

3ize o the Organization 'ma## $uss -emphasis in the

management ro#e of spokesperson

.g %Meeting cust%/ $ankers/searching new opp%/ 7 stimu#atingchange

- Large orgn C nt% resourcea##ocation to $uss% Hnit focus%

$ational 8or)ers transerable&

"hese concepts work $est in.ng#ish-speaking countries andmay need to $e modied in otherg#o$a# enironments

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%eneralist daily actess formal structure!irect control-os-'o(.

)mall usiness managers

)pend much of their time

In entrepreneurial activities


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'h% 3t)% Management&

We a## $enets from e0cient#y andeKectie#y run $usiness%

We## managed organiation prospereen in cha##enging economic times%

After graduation most students $ecome

managersor are managed &career(

1-258opyright @2?11 +earson

.ducation/ nc% +u$#ishing as+rentice a##%


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'hat *actors "re 0eshapingan) 0e)efning Management&

"oday/ managers must dea# with8hanging workp#aces

DeIi% Workirtua# C DeIi structure

dierseworkforce C recruitment

po#icy teams indiidua#

empowerings autocratic

.thica# and trust issues

#o$a# economic uncertainties

8hanging techno#ogies C digita#

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Trader Joessuccess resultsrom outstandingcustomerservice.

Why Are 8ustomers


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Why Are 8ustomersmportant

Without customers/ most organiationswou#d cease to eIist%

.mp#oyee attitudes and $ehaiors p#ay a

$ig part in customer satisfaction% Managers must create a customer-

responsie enironment where emp#oyeesare friend#y/ know#edgea$#e/ and sensitieto customer needs%

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ow !o Organiations Make


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ow !o Organiations Makethe 8ustomer Ging

'tew Leonard/ 8.O of the #argest dairy $usiness

with stores in southern 8onnecticut and in Eew Nork/says it on#y has two ru#es in his $usiness%

0le 19the cstomer is al!a%s right.

0le 29i the cstomer is e(er !rong: rerea)0le 1.

Managers are $eing inDuenced $y the 'tewLeonards of the wor#d%

/ong+term sccess can be achie(e) onl% b%satis%ing the cstomer.

Cstomers ha(e more choices than e(er beore:an) are thereore more )i-clt to please.

Cstomers are )eman)ing ;ic4er ser(ice:higher ;alit%: an) more (ale or their mone%.

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'h% ,s ,nno(ation,mportant&


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Topic 1 Managers and Management

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