Chapter Outline |
Ø
Achieving
High Performance: A Manager’s Goal
•
|
What Is Management? |
Ø
Ø
The
planning, organizing, leading, and controlling of human
and
other resources to achieve organizational goals effectively and
efficiently.
Ø
Ø
The
people responsible for supervising the use of an
organization’s resources to meet its goals.
Ø
ØPeople
ØSkills
ØKnowledge
ØInformation
Ø
ØRaw
materials
ØMachinery
ØFinancial
capital
|
Efficiency, Effectiveness, and Performance in an Organization Fig 1.1 |
Why Study Management? |
|
Four Functions of Management fig.1-2 |
Types of Managers |
Ø
Ø
First-line
managers
•
Responsible for day-to-day operations. Supervise people performing
activities required to make the good or service.
Ø
Ø
Middle
managers
•
Supervise first-line managers. Are responsible to find the best way to
use departmental resources to achieve goals.
Ø
Ø Top managers
•
Responsible for the performance of all departments and have
cross-departmental responsibility. Establish organizational goals and
monitor middle managers. Form the top management team along with the CEO
and COO.
|
Levels of Management fig 1-3 |
Relative Amount of Time That Managers Spend on the Four Managerial Functions fig 1-4 |
IT and Managerial Roles and Skills |
Ø
Ø
The
set of specific tasks that a person is expected to
perform because of the position he or she holds in the organization.
Ø
ØInterpersonal
Ø
Informational
Ø
Decisional
|
Managerial Skills |
Ø
Ø
The
ability to analyze and diagnose a situation and
distinguish between cause and effect.
Ø
Ø
The
ability to understand, alter, lead, and control the
behavior of other individuals and groups.
Ø
Ø
The
specific knowledge and techniques required to perform an organizational
role.
|
Skill Types Needed by Managerial Level fig 1-5 |
Challenges for Management in |
|
Building Blocks of Competitive Advantage fig1-6 |
AOL-Time Warner | ||
( http://www.aoltimewarner.com ) |
||
PepsiCo | ||
( http://www.pepsico.com ) |
||
Accenture | ||
( http://www.accenture.com ) |
||
Small Business Administration | ||
( http://www.sba.gov ) |
||
Antitrust Policy--an online resource linking economic research, policy, and cases | ||
( http://www.antitrust.org ) |
||
Union Bank of California | ||
( http://www.uboc.com ) |
||
Pillsbury Co. | ||
( http://www.pillsbury.com ) |
||
Avon | ||
( http://www.avon.com ) |
PowerPoint Presentation Chapter 1 (271.0K) Our Server
Managing a diverse workforce - treating employees in a fair and equitable manner that does not discriminate based on age, gender, race, religion, sexual preference, or income level.
WHAT IS MANAGEMENT? A manager is a person responsible for supervising the use of an organization's resources to meet its goals. An organization is a collection of people who work together and coordinate their actions to achieve a wide variety of goals. Management is the process of using organizational resources to achieve organizational goals effectively and efficiently through planning, organizing, leading, and controlling. An efficient organization makes the most productive use of its resources. An effective organization pursues appropriate goals and achieves these goals by using its resources to create the goods or services that customers want.
MANAGERIAL FUNCTIONS The four principal managerial functions are planning, organizing, leading, and controlling. Managers at all levels of the organization and in all departments perform these functions. Effective management means managing these activities successfully.
TYPES OF MANAGERS Organizations typically have three levels of management. First-line managers are responsible for the day-to-day supervision of nonmanagerial employees. Middle managers are responsible for developing and utilizing organizational resources efficiently and effectively. Top managers have cross-departmental responsibility. The top managers' job is to establish appropriate goals for the entire organization and to verify that department managers are utilizing resources to achieve those goals. To increase efficiency and effectiveness, some organizations have altered their managerial hierarchies by restructuring, by empowering their workforces, utilizing self-managed teams, and utilizing new information technology.
IT AND MANAGERIAL ROLES AND SKILLS According to Mintzberg, managers play 10 different roles: figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator. Three types of skills help managers perform these roles effectively: conceptual, human, and technical skills. IT is changing both the way managers perform their roles and the skills they need to perform these roles because it provides richer and more meaningful information.
CHALLENGES FOR MANAGEMENT IN A GLOBAL ENVIRONMENT Today's competitive global environment presents many interesting challenges to managers: to build a competitive advantage by increasing efficiency; quality; speed, flexibility, and innovation; and customer responsiveness. To behave ethically toward people inside and outside the organization; to manage a diverse workforce; and to utilize new information systems and technologies.