logging in or signing up Introduction to Management ELI 2010 iamlivingbydesign 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: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 630 Category: Education License: All Rights Reserved Like it (1) Dislike it (0) Added: January 06, 2010 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... By: carolpablo1121 (12 month(s) ago) Hello sir. Kindly share your presentation to me thru my email. It will be most appreciated. Thank you. Saving..... Post Reply Close Saving..... 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Edit Comment Close Premium member Presentation Transcript Introduction to Management : Introduction to Management Module 2: Management and Leadership Student Performance Objectives : Student Performance Objectives Examine the definition of management Briefly examine the 3 key theories in management Describe 3 styles and levels of management Briefly outline basic skills managers need. Describe Henry Mintzberg’s concept of managerial roles. Describe ways of self-management Discuss current trends in organization regarding managers. Interpretation of Management : Interpretation of Management Traditional Interpretation Management refers to the set of activities, and often the group of people, involved in four general functions: Planning Organizing Leading Coordinating activities Interpretation of Management : Interpretation of Management Another Interpretation Some writers, teachers, and practitioners asserts that the management needs to focus more on leadership skills, e.g., establishing vision and goals, communicating the vision and goals, and guiding others to accomplish them. Contemporary Theories in Management : Contemporary Theories in Management Contingency Theory …asserts that when managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand. Basically, it’s the approach that “it depends.” Contemporary Theories in Management : Contemporary Theories in Management Systems Theory …has had a significant effect on management science and understanding organizations. …a system can be looked at as having inputs processes, outputs and outcomes. Systems share feedback among each of these aspects of the systems. Systems Theory: Breakdown : Systems Theory: Breakdown Inputs: raw materials, money, technologies, and people Outputs: products or services to a market Outcomes: enhanced quality of life or productivity for customers/clients, productivity. Feedback: information from human resources carrying out the process, customers/clients using the products, etc. Contemporary Theories in Management : Contemporary Theories in Management Chaos Theory …recognizes that events indeed are rarely controlled. …suggest that systems naturally go to more complexity, and as they do so, these systems become more volatile or susceptible to cataclysmic events and must expend more energy to maintain that complexity. Managerial Titles : Managerial Titles Management is best described in terms of levels of management. Top Level Management Middle Management First Line Management Three Levels of Management : Three Levels of Management Top Level Management Middle Management Front-Line Supervisor Team Leaders Operation management The largest level Where the service is provided or the product is produced. Three Levels of Management : Three Levels of Management Top Level Management Middle Management Front-Line Supervisor Middle management are a step removed from the daily or technical operations. Spend a lot of time with contingency planning. Responsible for monitoring and evaluating first line supervisors and team leaders. Three Levels of Management : Three Levels of Management Top Level Management Middle Management Front-Line Supervisor Managers at this level must have long-range focus. Planning consist of strategic planning and decision-making that affects most, if not all. Functions of Management : Functions of Management Functions of Management : Functions of Management Planning: identifying goals, objectives, methods, resources needed to carry out methods, responsibilities and dates for completion of tasks. Organizing: involves achieving the goals in an optimum fashion Functions of Management : Functions of Management Leading: includes setting direction for the organization, groups and individuals and also influence people to follow their directions Controlling or coordinating: the organization’s systems, processes and structure is done effectively and efficiently reach goals and objectives. Basic Mandatory Skills Managers Require : Basic Mandatory Skills Managers Require To manage a team, you need to be skilled in the very basic Communication Leadership Organization Katz Three Managerial Skills : Katz Three Managerial Skills Many researchers have worked to identify what constitutes managerial work. Robert Katz (1974), classified three basic types of management skills required to perform effectively and efficiently, but their importance depends upon the manager’s rank in the organization. Katz Three Managerial Skills Chart : Katz Three Managerial Skills Chart Skills Distribution at Various Management Levels : Skills Distribution at Various Management Levels Technical Skills: process or techniques knowledge and proficiency. Managers use the processes, techniques and tools of a specific area. Supervisors need technical skills to managers their area of specialty. Skills Distribution at Various Management Levels : Skills Distribution at Various Management Levels Human Skills: involves the ability to interact effectively with people. Managers interact and cooperate with employees. Skills Distribution at Various Management Levels : Skills Distribution at Various Management Levels Conceptual Skills: involves the formulation of ideas. Managers understand abstract relationships, develop ideas, and solve problems creatively. Top level managers need conceptual skills in order to view the organization as a whole. Conceptual skills are used in planning and dealing with ideas and abstractions. Review of Skills : Review of Skills All levels of management need human skills in order to interact and communicate with other people successfully. Technical skills deals with things, human skills concerns people, and conceptual skill has to do with ideas. Questions : Questions As the pace of change accelerates and diverse technologies converge, what changes in management skills in each level do you foresee? Discuss With systems in place in such as Virtual Offices, do you see an impact on management from the environmental changes of and in the field technology? Discuss Management Styles : Management Styles Assertive Autocratic Coaching Directing Delegating Laissez faire Participatory Supportive Task oriented Team based The 3-D’s of Management Styles : The 3-D’s of Management Styles The appropriate style provides the right amount of structure and support for each situation. Each style is unique in terms of how managers communicate, set goals, make decisions, monitor progress and recognize good performance. The 3-D’s of Management Style : The 3-D’s of Management Style Directing Style Managers tell people what to do, how to do it and when to have it completed. They assign roles and responsibilities, set standards and define expectations. The 3-D’s of Management Style : The 3-D’s of Management Style Discussing Style Managers using this style take time to discuss relevant business issues. Managers often perform as the role of facilitator, making sure the discussion stays on track and everyone has a chance to contribute. The 3-D’s of Management Style : The 3-D’s of Management Style Delegating Style Managers using this style usually explain or get agreement on what has to be accomplished and when it must be completed. The how-to-do-it part of the equation is left up to the employee. Responsibility and authority are given to employees to get the job done. Summary of Styles : Summary of Styles Each previously discussed style is unique in terms of how the management functions are executed. Some managers may use a hybrid approach. Example: They may use a directing style on what needs to be accomplished and a discussing style to determine how it should be done. Other times after a good discussion, they may delegate. Henry Mintzberg : Henry Mintzberg The concept of “managerial role” was first introduced into the analysis of managerial work by Henry Mintzberg in 1973. …he is known as the author of the concept of the five basic organization designs. Mintzberg Classification of Roles : Mintzberg Classification of Roles We concern ourselves with the classification of roles grouped into the three blocks: Interpersonal Informational Managerial proper (Decisional roles) Mintzberg Classification of Roles : Mintzberg Classification of Roles Interpersonal Roles Includes those activities during which the manage is acting as figurehead such as performing ceremonial roles such as making presentation speeches or welcoming important clients; those of leaders, where the manager hires and motivates employees; those of a liaison officer, where the managers builds up a network of relationship outside the vertical chain of command. Mintzberg Classification of Roles : Mintzberg Classification of Roles Informational Roles A manager’s informational role involves three factors: monitoring where the manager keeps tabs on what is going on; dissemination, where the manager passes on some important information to his/her staff; and representation, where the manager acts as spokesperson and “emerges as the nerve center of his/her organizational unit.’ Mintzberg Classification of Roles : Mintzberg Classification of Roles Managerial Proper (or Decisional Roles) Decisional roles are those of the entrepreneur, disturbance handler, resource allocator, and negotiator- as the most important roles of a manager. As the entrepreneur the manager seeks to improve the unit, to adapt it to the changing conditions in the environment. Self Management and Managers : Self Management and Managers Question : Question Describe your past experience: In what ways did you manage yourself in past experiences and situation? Guidelines to Self Management : Guidelines to Self Management Monitor your work hours Recognize your own signs of stress Get a mentor or a coach Learn to delegate Communicate as much as you can Recognize what’s important from what’s urgent—fix the system, not the problem Recognize accomplishments Employee Motivation and Managers : Employee Motivation and Managers “I can Motivate People!” “Money is a good motivator” “Fear is a darn good motivator” Employee Motivation and Managers : Employee Motivation and Managers “I know what motivates me, so I know what motivates my employees” “Increase job satisfaction means increased job performance” “I can’t comprehend employee motivation-it’s a science” Employee Motivation: Basic Principles to Remember : Employee Motivation: Basic Principles to Remember Motivating employees starts with motivating yourself Always work to align goals of the organization with goals of employees Key to supporting the motivation of your employees is understanding what motivates each of them. Employee Motivation: Basic Principles to Remember : Employee Motivation: Basic Principles to Remember Recognized that supporting employee motivation is a process, not a task. Support employee motivation by using organizational systems (for example, policies and procedures)—don’t just count on good intentions. Paradigm Shift of Organization: Old and the New : Paradigm Shift of Organization: Old and the New Basic Definition of Organization : Basic Definition of Organization An organization is a group of people intentionally organized to accomplish an overall, common goal or sets of goals. Business organizations can range in size from two people to tens of thousands. Current Trends in Organizations : Current Trends in Organizations Driving Forces: Around the 1960’s and on to today, the environment of today’s organizations has changed a great deal. A variety of driving forces provoke this change. What are examples of these “driving forces provoking this change?” Examples of these “Driving Forces”: : Examples of these “Driving Forces”: Increasing telecommunications has “shrunk” the world substantially Increasing diversity of workers has brought in a wide array of differing values, perspectives and expectations among workers. Public consciousness has become much more sensitive and demanding that organizations be more socially responsible. Examples of these “Driving Forces”: : Examples of these “Driving Forces”: Much of the third-world countries have joined the global marketplace. Organizations became responsibilities not only to stockholders but to a wider community of “stakeholders.” Impact of These Driving Forces on Change : Impact of These Driving Forces on Change Examples of Current Trends in Organizations: Traditional and New : Examples of Current Trends in Organizations: Traditional and New New Forms of Organizations : New Forms of Organizations Learning Organization Peter Senge, noted systems theories, point out that learning organization is “continually expanding its capacity to create its future…for a learning organization, adaptive learning must be joined by generative learning, learning that enhance our capacity to create.” Self-Organizing Self-Designing Teams Question : Question With the given new organization structure, Is NCBW leaning towards one of the new current systems? If so, which one. If not, are we moving in one of the systems directions? If so, explain The basic skills covered in this course enable the current or new manager to ……… : The basic skills covered in this course enable the current or new manager to ……… “Manage for Success” Thank You and as always…. : Thank You and as always…. SUCCESS!!!! You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
Introduction to Management ELI 2010 iamlivingbydesign 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: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 630 Category: Education License: All Rights Reserved Like it (1) Dislike it (0) Added: January 06, 2010 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... By: carolpablo1121 (12 month(s) ago) Hello sir. Kindly share your presentation to me thru my email. It will be most appreciated. Thank you. Saving..... Post Reply Close Saving..... Edit Comment Close By: suo.dara (18 month(s) ago) Dear sir or madam, My name is suo.dara would like to download the document related to Introduction to Management Presentation .My reason is that i need it to improve my knowledge of Management and i keep it as my document file to teach and to implement the theory in order to apply in my country or company My email is suo.dara@yahoo.com Thanks & Best Regards, Saving..... Post Reply Close Saving..... Edit Comment Close By: Sergey2010 (27 month(s) ago) Dear Sir Could you send us your presentation for education purposes: inject@pisem.net Thank you. Regards Sergey SOKOLOV Saratov State University Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Introduction to Management : Introduction to Management Module 2: Management and Leadership Student Performance Objectives : Student Performance Objectives Examine the definition of management Briefly examine the 3 key theories in management Describe 3 styles and levels of management Briefly outline basic skills managers need. Describe Henry Mintzberg’s concept of managerial roles. Describe ways of self-management Discuss current trends in organization regarding managers. Interpretation of Management : Interpretation of Management Traditional Interpretation Management refers to the set of activities, and often the group of people, involved in four general functions: Planning Organizing Leading Coordinating activities Interpretation of Management : Interpretation of Management Another Interpretation Some writers, teachers, and practitioners asserts that the management needs to focus more on leadership skills, e.g., establishing vision and goals, communicating the vision and goals, and guiding others to accomplish them. Contemporary Theories in Management : Contemporary Theories in Management Contingency Theory …asserts that when managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand. Basically, it’s the approach that “it depends.” Contemporary Theories in Management : Contemporary Theories in Management Systems Theory …has had a significant effect on management science and understanding organizations. …a system can be looked at as having inputs processes, outputs and outcomes. Systems share feedback among each of these aspects of the systems. Systems Theory: Breakdown : Systems Theory: Breakdown Inputs: raw materials, money, technologies, and people Outputs: products or services to a market Outcomes: enhanced quality of life or productivity for customers/clients, productivity. Feedback: information from human resources carrying out the process, customers/clients using the products, etc. Contemporary Theories in Management : Contemporary Theories in Management Chaos Theory …recognizes that events indeed are rarely controlled. …suggest that systems naturally go to more complexity, and as they do so, these systems become more volatile or susceptible to cataclysmic events and must expend more energy to maintain that complexity. Managerial Titles : Managerial Titles Management is best described in terms of levels of management. Top Level Management Middle Management First Line Management Three Levels of Management : Three Levels of Management Top Level Management Middle Management Front-Line Supervisor Team Leaders Operation management The largest level Where the service is provided or the product is produced. Three Levels of Management : Three Levels of Management Top Level Management Middle Management Front-Line Supervisor Middle management are a step removed from the daily or technical operations. Spend a lot of time with contingency planning. Responsible for monitoring and evaluating first line supervisors and team leaders. Three Levels of Management : Three Levels of Management Top Level Management Middle Management Front-Line Supervisor Managers at this level must have long-range focus. Planning consist of strategic planning and decision-making that affects most, if not all. Functions of Management : Functions of Management Functions of Management : Functions of Management Planning: identifying goals, objectives, methods, resources needed to carry out methods, responsibilities and dates for completion of tasks. Organizing: involves achieving the goals in an optimum fashion Functions of Management : Functions of Management Leading: includes setting direction for the organization, groups and individuals and also influence people to follow their directions Controlling or coordinating: the organization’s systems, processes and structure is done effectively and efficiently reach goals and objectives. Basic Mandatory Skills Managers Require : Basic Mandatory Skills Managers Require To manage a team, you need to be skilled in the very basic Communication Leadership Organization Katz Three Managerial Skills : Katz Three Managerial Skills Many researchers have worked to identify what constitutes managerial work. Robert Katz (1974), classified three basic types of management skills required to perform effectively and efficiently, but their importance depends upon the manager’s rank in the organization. Katz Three Managerial Skills Chart : Katz Three Managerial Skills Chart Skills Distribution at Various Management Levels : Skills Distribution at Various Management Levels Technical Skills: process or techniques knowledge and proficiency. Managers use the processes, techniques and tools of a specific area. Supervisors need technical skills to managers their area of specialty. Skills Distribution at Various Management Levels : Skills Distribution at Various Management Levels Human Skills: involves the ability to interact effectively with people. Managers interact and cooperate with employees. Skills Distribution at Various Management Levels : Skills Distribution at Various Management Levels Conceptual Skills: involves the formulation of ideas. Managers understand abstract relationships, develop ideas, and solve problems creatively. Top level managers need conceptual skills in order to view the organization as a whole. Conceptual skills are used in planning and dealing with ideas and abstractions. Review of Skills : Review of Skills All levels of management need human skills in order to interact and communicate with other people successfully. Technical skills deals with things, human skills concerns people, and conceptual skill has to do with ideas. Questions : Questions As the pace of change accelerates and diverse technologies converge, what changes in management skills in each level do you foresee? Discuss With systems in place in such as Virtual Offices, do you see an impact on management from the environmental changes of and in the field technology? Discuss Management Styles : Management Styles Assertive Autocratic Coaching Directing Delegating Laissez faire Participatory Supportive Task oriented Team based The 3-D’s of Management Styles : The 3-D’s of Management Styles The appropriate style provides the right amount of structure and support for each situation. Each style is unique in terms of how managers communicate, set goals, make decisions, monitor progress and recognize good performance. The 3-D’s of Management Style : The 3-D’s of Management Style Directing Style Managers tell people what to do, how to do it and when to have it completed. They assign roles and responsibilities, set standards and define expectations. The 3-D’s of Management Style : The 3-D’s of Management Style Discussing Style Managers using this style take time to discuss relevant business issues. Managers often perform as the role of facilitator, making sure the discussion stays on track and everyone has a chance to contribute. The 3-D’s of Management Style : The 3-D’s of Management Style Delegating Style Managers using this style usually explain or get agreement on what has to be accomplished and when it must be completed. The how-to-do-it part of the equation is left up to the employee. Responsibility and authority are given to employees to get the job done. Summary of Styles : Summary of Styles Each previously discussed style is unique in terms of how the management functions are executed. Some managers may use a hybrid approach. Example: They may use a directing style on what needs to be accomplished and a discussing style to determine how it should be done. Other times after a good discussion, they may delegate. Henry Mintzberg : Henry Mintzberg The concept of “managerial role” was first introduced into the analysis of managerial work by Henry Mintzberg in 1973. …he is known as the author of the concept of the five basic organization designs. Mintzberg Classification of Roles : Mintzberg Classification of Roles We concern ourselves with the classification of roles grouped into the three blocks: Interpersonal Informational Managerial proper (Decisional roles) Mintzberg Classification of Roles : Mintzberg Classification of Roles Interpersonal Roles Includes those activities during which the manage is acting as figurehead such as performing ceremonial roles such as making presentation speeches or welcoming important clients; those of leaders, where the manager hires and motivates employees; those of a liaison officer, where the managers builds up a network of relationship outside the vertical chain of command. Mintzberg Classification of Roles : Mintzberg Classification of Roles Informational Roles A manager’s informational role involves three factors: monitoring where the manager keeps tabs on what is going on; dissemination, where the manager passes on some important information to his/her staff; and representation, where the manager acts as spokesperson and “emerges as the nerve center of his/her organizational unit.’ Mintzberg Classification of Roles : Mintzberg Classification of Roles Managerial Proper (or Decisional Roles) Decisional roles are those of the entrepreneur, disturbance handler, resource allocator, and negotiator- as the most important roles of a manager. As the entrepreneur the manager seeks to improve the unit, to adapt it to the changing conditions in the environment. Self Management and Managers : Self Management and Managers Question : Question Describe your past experience: In what ways did you manage yourself in past experiences and situation? Guidelines to Self Management : Guidelines to Self Management Monitor your work hours Recognize your own signs of stress Get a mentor or a coach Learn to delegate Communicate as much as you can Recognize what’s important from what’s urgent—fix the system, not the problem Recognize accomplishments Employee Motivation and Managers : Employee Motivation and Managers “I can Motivate People!” “Money is a good motivator” “Fear is a darn good motivator” Employee Motivation and Managers : Employee Motivation and Managers “I know what motivates me, so I know what motivates my employees” “Increase job satisfaction means increased job performance” “I can’t comprehend employee motivation-it’s a science” Employee Motivation: Basic Principles to Remember : Employee Motivation: Basic Principles to Remember Motivating employees starts with motivating yourself Always work to align goals of the organization with goals of employees Key to supporting the motivation of your employees is understanding what motivates each of them. Employee Motivation: Basic Principles to Remember : Employee Motivation: Basic Principles to Remember Recognized that supporting employee motivation is a process, not a task. Support employee motivation by using organizational systems (for example, policies and procedures)—don’t just count on good intentions. Paradigm Shift of Organization: Old and the New : Paradigm Shift of Organization: Old and the New Basic Definition of Organization : Basic Definition of Organization An organization is a group of people intentionally organized to accomplish an overall, common goal or sets of goals. Business organizations can range in size from two people to tens of thousands. Current Trends in Organizations : Current Trends in Organizations Driving Forces: Around the 1960’s and on to today, the environment of today’s organizations has changed a great deal. A variety of driving forces provoke this change. What are examples of these “driving forces provoking this change?” Examples of these “Driving Forces”: : Examples of these “Driving Forces”: Increasing telecommunications has “shrunk” the world substantially Increasing diversity of workers has brought in a wide array of differing values, perspectives and expectations among workers. Public consciousness has become much more sensitive and demanding that organizations be more socially responsible. Examples of these “Driving Forces”: : Examples of these “Driving Forces”: Much of the third-world countries have joined the global marketplace. Organizations became responsibilities not only to stockholders but to a wider community of “stakeholders.” Impact of These Driving Forces on Change : Impact of These Driving Forces on Change Examples of Current Trends in Organizations: Traditional and New : Examples of Current Trends in Organizations: Traditional and New New Forms of Organizations : New Forms of Organizations Learning Organization Peter Senge, noted systems theories, point out that learning organization is “continually expanding its capacity to create its future…for a learning organization, adaptive learning must be joined by generative learning, learning that enhance our capacity to create.” Self-Organizing Self-Designing Teams Question : Question With the given new organization structure, Is NCBW leaning towards one of the new current systems? If so, which one. If not, are we moving in one of the systems directions? If so, explain The basic skills covered in this course enable the current or new manager to ……… : The basic skills covered in this course enable the current or new manager to ……… “Manage for Success” Thank You and as always…. : Thank You and as always…. SUCCESS!!!!