General Management - Intro to Management Organizations

8/3/2019 General Management - Intro to Management Organizations

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Prof. Rushen ChahalProf. Rushen Chahal

General Management


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Prof. Rushen Chahal

L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.

Who Are Managers?

Explain how manager differ from non-managerialemployees.

Discuss how to classify managers in organizations.What Is Management?

Define management.

Contrast efficiency and effectiveness.

Explain why efficiency and effectiveness are important tomanagement.


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Prof. Rushen Chahal

L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.

What Do Managers Do?

Describe the four functions of management.

Explain Mintzbergs managerial roles.

Describe Katzs three essential managerial skills and howthe importance of these skills changes depending onmanagerial level.

Discuss the changes that are impacting managers jobs.

Explain why customer service and innovation areimportant to the managers job.


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L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.

What Is An Organization?

Describe the characteristics of an organization.

Explain how the concept of an organization is changing.

Why Study Management?

Explain the universality of management concept.

Discuss why an understanding of management isimportant even if you dont plan to be a manager.

Describe the rewards and challenges of being a manager.


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Who Are Managers?

Manager So me o ne wh o wo rks with and thr ou gh o ther pe o ple

by c oo rdinating and integrating their w o rk activities ino rder t o acc o mplish o rganizati o nal g o als.


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Classifying Managers

F irst-line Managers Are at the l o west level of management and manage

the w o rk of no n-managerial empl o yees.

Middle Managers Manage the w o rk of f irst-line managers.To p Managers

Are resp o nsible fo r making o rganizati o n-wide

decisi o ns and establishing plans and g o als that a ff ectthe entire o rganizati o n.


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Exhibit 1.1Exhibit 1.1

Managerial Levels


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What Is Management?

Managerial C o ncerns E ff iciency

Do ing things right Getting the m o st ou tpu t

fo r the least inp u ts E ff ectiveness

Do ing the right things Attaining o rganizati o nal

go als


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Effectiveness and Efficiency in Management


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What Do Managers Do?

Fu ncti o nal Appr o ach P lanning

De f ining g o als, establishing strategies t o achieve g o als,devel o ping plans t o integrate and c oo rdinate activities.

Organizing Arranging w o rk t o acc o mplish o rganizati o nal g o als.

LeadingWo rking with and thr ou gh pe o ple t o acc o mplish g o als.

Co ntr o llingMo nito ring, c o mparing, and c o rrecting the w o rk.


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Management Functions


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What Do Managers Do? (contd)

Management R o les Appr o ach

Interpers o nal r o lesF igu rehead, leader, liais o n

In fo rmati o nal r o lesMo nito r, disseminat o r,sp o kespers o n

Decisi o nal r o lesDist u rbance handler,res ou rce all o cat o r, neg o tiat o r


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What Do Managers Do? (contd)

S kills Appr o ach T echnical skills

Kno wledge and pr of iciency in a speci f ic f ield

Hu

man skillsT he ability t o wo rk well with o ther pe o ple Co ncept u al skills

T he ability t o think and c o ncept u alize ab ou t abstractand c o mplex sit u ati o ns c o ncerning the o rganizati o n


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Skills Needed at Different Management Levels


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Exhibit 1.6aExhibit 1.6a

Conceptual Skills

Using in fo rmati o n t o s o lve b u siness pr o blems

Identi f ying of o pp o rtu nities fo r inn o vati o n

Rec o gnizing pr o blem areas and implementings o lu tio ns S electing critical in fo rmati o n f r o m masses of data

Understanding of bu siness u ses of techn o lo gy Understanding of o rganizati o ns b u siness m o del

Source: Based o n American Management Ass o ciati o n Su rvey of Managerial S kills andCo mpetencies, March/ April 2000, fou nd o n AM A Web site ( www.ama.org ), Oct o ber 30, 2002.


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Exhibit 1.6bExhibit 1.6b

Communication Skills

Ability to trans fo rm ideas int o wo rds and acti o ns

Credibility am o ng c o lleag u es, peers, ands u bo rdinates

Listening and asking q u esti o ns

P resentati o n skills; sp o ken fo rmat

P resentatio

n skills; written and/o

r graphicfo rmats



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Exhibit 1.6cExhibit 1.6c

Effectiveness Skills

Co ntrib u ting t o co rpo rate missi o n/departmentalo bjectives

Cu st o mer fo cu s

Mu ltitasking: w o rking at m u ltiple tasks in parallel Neg o tiating skills

P r o ject management

Reviewing o perati o ns and implementingimpr o vements



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Exhibit 1.6cExhibit 1.6c

Effectiveness Skills (contd)

S etting and maintaining per fo rmance standardsinternally and externally

S etting pri o rities fo r attenti o n and activity

Time management



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Exhibit 1.6dExhibit 1.6d

Interpersonal Skills

Co aching and ment o ring skills

Diversity skills: w o rking with diverse pe o ple andcu ltu res

Netw o rking within the o rganizati o n

Netw o rking ou tside the o rganizati o n

Wo

rking in teams; coo

peratio

n and co

mmitment



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Management Skills and Management Function Matrix


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How The Managers Job Is Changing

T he Increasing Imp o rtance of Cu st o mers Cu st o mers: the reas o n that o rganizati o ns exist

Managing c u st o mer relati o nships is the resp o nsibility of all managers and empl o yees.Co nsistent high q u ality c u st o mer service is essential fo r s u rvival.

Inn o vati o n Do ing things di ff erently, expl o ring new territ o ry, and

taking risksManagers sh ou ld enc ou rage empl o yees t o be aware of and act o n o pp o rtu nities fo r inn o vati o n.


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ChangesImpactingthe ManagersJob


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What Is An Organization?

An Organizati o n De f ined A deliberate arrangement of pe o ple t o acc o mplish

s o me speci f ic p u rpo se

Co

mmo

n Characteristicsof

Organizatio

ns Have a distinct p u rpo se (g o al) Co mp o sed of pe o ple Have a deliberate str u ctu re


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Characteristics of Organizations


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The Changing Organization


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Why Study Management?

T he Val u e of S tu dying Management T he u niversality of management

Goo d management is needed in all o rganizati o ns. T he reality of wo rk

Empl o yees either manage o r are managed. Rewards and challenges of being a manager

Management off ers challenging, exciting and creativeo pp o rtu nities fo r meaning fu l and fu lf illing wo rk.Su ccess fu l managers receive signi f icant m o netaryrewards fo r their e ffo rts.


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Universal Need for Management


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Rewards and Challenges of Being A Manager

General Management - Intro to Management Organizations

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