logging in or signing up Management Introduction aSGuest62765 Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: Embed: Flash iPad Dynamic Copy Does not support media & animations Automatically changes to Flash or non-Flash embed WordPress Embed Customize Embed URL: Copy Thumbnail: Copy The presentation is successfully added In Your Favorites. Views: 634 Category: Entertainment License: All Rights Reserved Like it (1) Dislike it (0) Added: August 25, 2010 This Presentation is Public Favorites: 1 Presentation Description No description available. Comments Posting comment... Premium member Presentation Transcript The Principle of Management : The Principle of Management Chapter 1 Manager and Management : Chapter 1 Manager and Management What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess? Slide 3: Definition: An organization is a systematic arrangement of people brought together to accomplish some specific purpose. What’s the organization? Three common characteristics of the organization : Three common characteristics of the organization Organization purpose Every organization has its distinct purpose, which is typically expressed in terms of a goal or set of goals. People Organizations are made up of people. Making a goal into reality entirely depends on people’s decisions and activities in the organization. Structure All organizations develop a systematic structure that defines and limits the behavior of its members. Chapter 1 Manager and Management : Chapter 1 Manager and Management What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess? Managers & operative employees : Managers & operative employees Managers---------- individuals in an organization who direct the activities of other people. Operatives ----------people who work directly on a job or task and have no responsibility for overseeing the work of others. Organizational Level : Organizational Level Responsibility Title Directing the day-to-day activities of operatives supervisors Translating the goals set by top management into specific details that lower-level managers can perform department or agency head/ project leader/ unit chief/ district manager/dean/ bishop/division manager Making decisions about the direction of the organization and establishing policies that affect all organizational members. vice president/president/chancellor/ chief operating officer/ chief executive officer/ chairperson of the board Chapter 1 Manager and Management : Chapter 1 Manager and Management What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess? What is management? : What is management? Definition The term management refers to the process of getting things done, effectively and efficiently, through and with other people. Several components in this definition need discussion. These are terms process, effectively, and efficiently. Efficiency & Effectiveness : Efficiency & Effectiveness Efficiency means doing the task correctly and refers to the relationship between inputs and outputs. Management is concerned with minimizing resource costs. Effectiveness means doing the right things. In an organization, that translates into goal attainment. Efficiency & Effectiveness : Means Ends Efficiency Effectiveness Resource usage Goal attainment Low Goals High waste attainment Efficiency & Effectiveness Chapter 1 Manager and Management : Chapter 1 Manager and Management What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess? Slide 13: Management processes / management functions Management roles Are there any differences in different managers’ jobs? Management Functions : Management Functions Planning Organizing Leading Controlling 1.Defining goals 1.Determining 1.Directing Monitoring 2.Establishing what needs to 2.Motivating activities to strategy done all involved ensure that 3.Developing 2.How it will parties they are subplans be to done 3.Resolving accomplished coordinate 3.who is to do conflicts as planned activities it Resulting in Achieving the organization’s stated purpose Slide 15: Management processes / management functions Management roles Are there any differences in different managers’ jobs? Management Roles : Management Roles Mintzberg concluded that managers perform 10 different but highly interrelated roles. These 10 roles can be grouped under three primary headings: Interpersonal relationship The transfer of information Decision making Interpersonal Relationship : Interpersonal Relationship This part encompasses three roles: The transfer of information : The transfer of information The informational roles also include three roles: Decision Making : Decision Making The decisional roles include four roles: Slide 20: Management processes / management functions Management roles Are there any differences in different managers’ jobs? Differences in Different Managers’ Jobs : Differences in Different Managers’ Jobs Level in the organization Type of the organization Size of the organization Level in the Organization : Level in the Organization The differences in their jobs are of degree and emphasis but not of activities’ property. We can see the following figure. 15% Planning Organizing 24% Controlling 10% Leading 51% Leading 36% Planning 18% Organizing 33% Controlling 13% Planning 28% Controlling 14% Leading 22% Organizing 36% First-Level Managers Middle-Level Managers Top Managers Distribution of Time per Activity by Organization Level Type of organization --------------profit versus not-for-profit : Type of organization --------------profit versus not-for-profit The most important is measuring performance. Profit, or the “bottom line”, acts as an unambiguous measure of the effectiveness of a business organization, but the is no such universal measure in not-for-profit organizations. Making a profit is not the primary focus for the “owners” of not-for-profit organizations Size of the Organization : Size of the Organization High Moderate Low Entrepreneur Figurehead Leader Spokesperson Disseminator Importance of Roles Roles Played by Managers Roles Played by Managers in Small Firms in Large Firms Resource allocator Liaison Monitor Disturbance handler Negotiator Entrepreneur Importance of Managerial Roles in Small and Large Business Chapter 1 Manager and Management : Chapter 1 Manager and Management What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess? What skills should successful managers possess? : What skills should successful managers possess? General skills Conceptual skills Interpersonal skills Technical skills Political skills Specific skills Controlling the organization’s environment and its resources Organizing and coordinating Handling information Providing for growth and development Motivating employees and handling conflicts Strategic problem solving Practices : Practices Understand the term management , efficiency and effectiveness? Identify the primary responsibilities of the three levels of managers. What four functions and ten roles are performed by managers? What differences exist in different managers, if considering level, type, size in the organization? What are four general skills that a successful manager should possess? You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
Management Introduction aSGuest62765 Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: Embed: Flash iPad Dynamic Copy Does not support media & animations Automatically changes to Flash or non-Flash embed WordPress Embed Customize Embed URL: Copy Thumbnail: Copy The presentation is successfully added In Your Favorites. Views: 634 Category: Entertainment License: All Rights Reserved Like it (1) Dislike it (0) Added: August 25, 2010 This Presentation is Public Favorites: 1 Presentation Description No description available. Comments Posting comment... Premium member Presentation Transcript The Principle of Management : The Principle of Management Chapter 1 Manager and Management : Chapter 1 Manager and Management What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess? Slide 3: Definition: An organization is a systematic arrangement of people brought together to accomplish some specific purpose. What’s the organization? Three common characteristics of the organization : Three common characteristics of the organization Organization purpose Every organization has its distinct purpose, which is typically expressed in terms of a goal or set of goals. People Organizations are made up of people. Making a goal into reality entirely depends on people’s decisions and activities in the organization. Structure All organizations develop a systematic structure that defines and limits the behavior of its members. Chapter 1 Manager and Management : Chapter 1 Manager and Management What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess? Managers & operative employees : Managers & operative employees Managers---------- individuals in an organization who direct the activities of other people. Operatives ----------people who work directly on a job or task and have no responsibility for overseeing the work of others. Organizational Level : Organizational Level Responsibility Title Directing the day-to-day activities of operatives supervisors Translating the goals set by top management into specific details that lower-level managers can perform department or agency head/ project leader/ unit chief/ district manager/dean/ bishop/division manager Making decisions about the direction of the organization and establishing policies that affect all organizational members. vice president/president/chancellor/ chief operating officer/ chief executive officer/ chairperson of the board Chapter 1 Manager and Management : Chapter 1 Manager and Management What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess? What is management? : What is management? Definition The term management refers to the process of getting things done, effectively and efficiently, through and with other people. Several components in this definition need discussion. These are terms process, effectively, and efficiently. Efficiency & Effectiveness : Efficiency & Effectiveness Efficiency means doing the task correctly and refers to the relationship between inputs and outputs. Management is concerned with minimizing resource costs. Effectiveness means doing the right things. In an organization, that translates into goal attainment. Efficiency & Effectiveness : Means Ends Efficiency Effectiveness Resource usage Goal attainment Low Goals High waste attainment Efficiency & Effectiveness Chapter 1 Manager and Management : Chapter 1 Manager and Management What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess? Slide 13: Management processes / management functions Management roles Are there any differences in different managers’ jobs? Management Functions : Management Functions Planning Organizing Leading Controlling 1.Defining goals 1.Determining 1.Directing Monitoring 2.Establishing what needs to 2.Motivating activities to strategy done all involved ensure that 3.Developing 2.How it will parties they are subplans be to done 3.Resolving accomplished coordinate 3.who is to do conflicts as planned activities it Resulting in Achieving the organization’s stated purpose Slide 15: Management processes / management functions Management roles Are there any differences in different managers’ jobs? Management Roles : Management Roles Mintzberg concluded that managers perform 10 different but highly interrelated roles. These 10 roles can be grouped under three primary headings: Interpersonal relationship The transfer of information Decision making Interpersonal Relationship : Interpersonal Relationship This part encompasses three roles: The transfer of information : The transfer of information The informational roles also include three roles: Decision Making : Decision Making The decisional roles include four roles: Slide 20: Management processes / management functions Management roles Are there any differences in different managers’ jobs? Differences in Different Managers’ Jobs : Differences in Different Managers’ Jobs Level in the organization Type of the organization Size of the organization Level in the Organization : Level in the Organization The differences in their jobs are of degree and emphasis but not of activities’ property. We can see the following figure. 15% Planning Organizing 24% Controlling 10% Leading 51% Leading 36% Planning 18% Organizing 33% Controlling 13% Planning 28% Controlling 14% Leading 22% Organizing 36% First-Level Managers Middle-Level Managers Top Managers Distribution of Time per Activity by Organization Level Type of organization --------------profit versus not-for-profit : Type of organization --------------profit versus not-for-profit The most important is measuring performance. Profit, or the “bottom line”, acts as an unambiguous measure of the effectiveness of a business organization, but the is no such universal measure in not-for-profit organizations. Making a profit is not the primary focus for the “owners” of not-for-profit organizations Size of the Organization : Size of the Organization High Moderate Low Entrepreneur Figurehead Leader Spokesperson Disseminator Importance of Roles Roles Played by Managers Roles Played by Managers in Small Firms in Large Firms Resource allocator Liaison Monitor Disturbance handler Negotiator Entrepreneur Importance of Managerial Roles in Small and Large Business Chapter 1 Manager and Management : Chapter 1 Manager and Management What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess? What skills should successful managers possess? : What skills should successful managers possess? General skills Conceptual skills Interpersonal skills Technical skills Political skills Specific skills Controlling the organization’s environment and its resources Organizing and coordinating Handling information Providing for growth and development Motivating employees and handling conflicts Strategic problem solving Practices : Practices Understand the term management , efficiency and effectiveness? Identify the primary responsibilities of the three levels of managers. What four functions and ten roles are performed by managers? What differences exist in different managers, if considering level, type, size in the organization? What are four general skills that a successful manager should possess?