1 Introduction to Management Arnhem Business school 2005 IFA.
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Transcript of 1 Introduction to Management Arnhem Business school 2005 IFA.
1
Introduction to Management
Arnhem Business school 2005 IFA
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Manager and Management
The basic concepts of managementOrganizations and managementManagers, what kind of people are they
Defining ManagementCharacteristics of managersOrganizations and organizing
The nature of today’s management
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Definitions
Organization - A group of people with formally assigned roles who work together to achieve the stated goals of the group.
Manager - A person who plans, organizes, leads, and controls the work of others so that the organization achieves its goals.
Management - The managers of an organization; or the study of what manager do.
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levels of management and types of Managers
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Management Functions
Planning
Leading
Resources
Controlling Organizing
Performance
•Human
•Financial
•Raw Materials
•Technological
•Information
•Attain goals
•Products
•Services
•Efficiency
•Effectiveness
Use influence to motivate employees
Select goals and ways to attain
them
Assign responsibility for task accomplishment
Monitor activities and make corrections
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Definition of Management
The attainment of organizational goals in an effective and efficient manner through:
PlanningOrganizingLeadingControlling organizational resources
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Management SkillsManagement Level
Top Managers
Middle Managers
First-Line Managers
Non-managers (Personnel)
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Planning
The process of setting goals and courses of action, developing rules and procedures, and forecasting future outcomes.
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PLANNING
Setting goalsDeciding on courses of actionDeveloping rules & proceduresDeveloping plans (for organization
and individuals)Forecasting
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ORGANIZING
Identifying jobs to be doneHiring people to do themEstablishing departmentsDelegatingEstablishing a chain of commandCoordination of work
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LEADING
Influencing people to get the job done
Maintaining moraleMolding company cultureManaging conflictsManaging communication
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CONTROLLING
Setting standards (i.e. sales quotas)
Comparing performance with standards
Taking corrective action as required
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Managers: born or made?
Manager or leader
Management capabilities; knowledge. Skills and attitude
The competence of a good manager
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Do You Want to be a Manager?
Personality & InterestsSocial orientationEnterprising orientation
CompetenciesCareer anchorManagerial competence
Achievements
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Today’s organization and challenges
TechnologyNew business modelsStrive to remain competitive in the global arenaDeal with uncertain environmentsCutbacksMassive worldwide economic, political, and social
shifts
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Future
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The New Leader
Ask to do more with lessTo engage whole employeesTo see change rather than
stability as the nature of thingsCreate vision and cultural values
promoting a collaborative workplace
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Definition - Organizing
Arranging
the activities of the enterprise
in such a way that they
systematically
contribute
to the enterprise's goals.
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Creating Departments 1 Around functions - Grouping activities around basic functions like
marketing, finance, and human resources.
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Creating Departments 2
Around products - Organization is centred around the company’s products or services, or for each family of products.
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Matrix Organization
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Flat Versus Tall Organizations
Flat organizations - Have fewer levels, and each manager is responsible for a relatively large number of subordinates.
Tall organizations - Have more levels, and each manager has only a few subordinates reporting directly to him/her.
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Management theoriesThe first management theories
Scientific management theoryHuman relation theoryManagement process theory
The modern schools of management theoryStructure theory, Revisionism, Decision-making theory
etc.Organizational democracy
The roll of the EU and the EU-legislationThe German and Dutch system
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Management Perspectives over Time
1930Humanistic Perspective
19901890
Classical 1940
1950
2000Systems Theory
2000
2010The Technology-Driven Workplace
1990
2010The Learning Organization
1970Contingency Views
2000
1980Total Quality Management
2000
1940Management Science Perspective
1990
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The rise of ‘scientific management’
F.W. Taylor. (1856-1915) efficiency central issue opportunities to raise productivity levels division of work between management
and workmen process planning and work preparation
separated money as stimulus
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The rise of ‘human relations theory’
Mayo (1880-1949)
based on research in the Hawthorne factories from 1924 to 1932
morale of the workers could be affected by the management style
satisfaction in the work place strictly depends on the informal social group pattern
managers need to acquire social skills
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The rise of management process theory
Henri Fayol (1841-1925)
first systematic analysis of the elements of management behaviour in governing a business
Planning, organizing, leading, coordinating and controlling
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The modern schools of management
Structure theory Revisionism Decision-making theory Communication and information theory Systems theory Strategy theory Environment theory Theory of the growth and development of
organizations Contingency theory.
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Three Contemporary Trends
Systems theoryContingency viewTotal quality
management (TQM)
Managers need certain core skills and basic understanding of management and leadership if they plan to operate within a
TQM System.
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Contingency View
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Organisations and the environment
external influencesexternal and internal adoption and matchingexternal stakeholdersenvironmental factors (demographic,
economic, societal, technological etc.)relevant trends in the environmentCultural differences
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Stakeholders
The Business
StockholdersEmployees
Community
CustomersSuppliers
Managers
Organizational Environment
Management
Employees Culture
Internal Environment
Suppliers
Com
petitors
Customers
Labo
r Mar
ket
Legal / PoliticalEconomic
Technological
Socio-culturalIn
tern
atio
nal
General Environment
Task Environment
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How Companies Go Abroad?
Exporting - Selling goods through foreign sales agents and distributors.
Licensing - A situation where a firm grants a foreign firm the right to use intangible (or intellectual) property, such as patents.
Franchising - Granting of a right by a parent company to another firm to do business in a prescribed manner (McDonalds).
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Why Companies Go Abroad?
Foreign Direct Investment - Operations in one country controlled by entities in a foreign country.
Joint Ventures - Participation of two or more companies where contribution and risk are shared.
Wholly Owned Subsidiaries - A firm that is 100% owned by a foreign firm.
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The International Manager Economic Environment
Economic System Economic Development Exchange Rates Economic Integration & Free Trade
Political & Legal Environment Trade Barriers Political Risks Legal Systems
Sociocultural Environment Cross-Cultural Challenges Values Language
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Process of International Management
Planning Issues - Process of setting goals and courses of action.
Organizing Issues - How the business will be organized to handle international portions of the business.
International Leadership - How are managers supposed to act in other countries?
Controlling Issues - Comparing standards to actual performance in many locations
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Organizational Culture
What is it? – A characteristic set of values and ways of behaving that employees in an organization share.
Cultural Artefacts – Signs and symbols of corporate culture.
Patterns of Behaviour – Ceremonial events, written and spoken comments, and actual behaviour that contribute to corporate culture.
Values & Beliefs – Guiding standards that state what should be practiced.
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The Manager’s Influence
Clarify expectations.
Use signs & symbols.
Use stories.
Use rites & ceremonies.
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Decision making and creativity
The nature of decision makingThe decision-making processThe creative and learning organization
Individual behaviourGroup behaviourMotivation theories
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Understanding Decision Making
Decision - A choice made between available alternatives.
Decision-making - The process of developing and analyzing alternatives and choosing from among them.
Problem - A discrepancy between a desirable and actual situation.
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Types of Decisions
Programmed - Tend to be repetitive and can be solved through procedures laid out in advance.
Nonprogrammed - Tend to be unpredictable and require more intuition and creativity.
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Levels & Decision-Making
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Rational Decision-Making Process Define the problem - Make sure to define (frame) the problem
correctly, not just the symptoms. Identify & weight the criteria - Achieve several objectives or satisfy
many criteria. Decide which is most important, easily solved, and cost effective.
Develop alternatives - Decide on options to meet goals. Analyze the alternatives - Examine the consequences of each
action. Make a choice - After examining pros and cons, choose an option. Implement the decision - Actually act on the choice that is made,
i.e., allocate resources to accomplish the task. Evaluate the decision - Collect information on the decision and the
process, and learn from the good and bad decisions.
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The Meaning of Ethics
Ethics - The study of standards of conduct and moral judgment; also, the standards of right conduct.
Normative Judgment - A comparative evaluation stating or implying that something is good or bad, right or wrong, better or worse.
Morality - A society’s accepted norms of behaviour.
1. Something may be legal but not right.2. Individuals, many times, decide what is morally right
and wrong.3. The organization has the ability to shape decision
making.
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How Managers Make Decisions
Perception - Prior experiences and position in a company can affect how an individual perceives and reacts to a problem.
Systematic vs. Intuitive - Individuals differ in how they approach problems from the logical to the trial-and-error approach.
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Group Decision-MakingPros
More ideas from more people, fosters acceptance, groups work harder to implement decisions.
Cons
Pressure for consensus, potential dominance by an individual, time consuming, pressure to win an argument.
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Improving Group Decision-Making
Brainstorming - Throw around ideas even if some of them are not well thought out.
Devil’s -Advocate Approach - Having a routine set up to examine the pros and cons of any idea.
Delphi Technique - A round-based approach using experts in a field. Use of one round’s written opinions form the basis for the next round.
Stepladder Technique - Group members are added one-by-one so that new members are untainted by previous discussions and points of view.
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Introduction to HRM
The new context for Human talent development and human resource management
HRM – management of personnel and instruments
The added value of HRM and HRD
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HR Management as a Strategic Partner
Formulating strategy - Supply competitive information, including incentive plans and legislation.
Executing strategy - Implementing incentive plans and collecting and disseminating information from the grievance process.
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Personnel Planning & Recruiting
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Employee Recruiting
Current employeesAdvertisingEmployment agenciesTemporary help agenciesExecutive recruitersReferrals and walk-insCollege recruiting
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Selecting Employees
Application formsTesting for Employee SelectionInterviews
Plan the interview.Establish rapport.Ask questions.Close the interview.Review the interview.
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Orientation and Training
Orienting employees - Means providing new employees with basic information on things like work rules and vacation policies.
Training techniques:On-the-job trainingTeletraining
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Other Topics in HR Management
Employee appraisals
Compensation
Grievances and discipline