Mamonova MamonovaMOB Lecture Notes Managing and the Manager's Job
Transcript of Mamonova MamonovaMOB Lecture Notes Managing and the Manager's Job
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Managing and theManaging and theManagers JobManagers Job
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ManagementManagement
A set of activities directedA set of activities directedat an organization'sat an organization'sresources (human,resources (human,financial, physical andfinancial, physical andinformation), with the aiminformation), with the aimof achieving ofof achieving of
organizational goals in anorganizational goals in anefficient and effectiveefficient and effectivemannermanner
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AA managermanager is a person whois a person whointegrates the work of othersintegrates the work of others..
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Why do we need managersWhy do we need managers??
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Basic management activitiesBasic management activities
(functions)(functions)
Planning and decision makingPlanning and decision making
OrganizingOrganizing
LeadingLeadingControllingControlling
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PlanningPlanning
setting and organizations goalssetting and organizations goals
and directing how to best toand directing how to best to
achieve themachieve them
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Decision makingDecision making
-- part of the planning that involvespart of the planning that involves
selecting a course from a set ofselecting a course from a set of
alternativesalternatives
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OrganizingOrganizing--
grouping activities and resourcesgrouping activities and resourcesin a logical wayin a logical way
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LeadingL
eading-- the set ofprocesses to getthe set ofprocesses to get
members of the organization tomembers of the organization to
work together to further thework together to further theinterests of the organizationinterests of the organization
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ControllingControlling-- monitoring and correctingmonitoring and correcting
ongoing activities to facilitate goalongoing activities to facilitate goal
attainmentattainment..
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Kinds of ManagersKinds of Managers
Top managersTop managers
Middle managersMiddle managers
First line managersFirst line managers
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Areas of ManagementAreas of Management
Marketing ManagersMarketing Managers
Financial ManagersFinancial Managers
Operations ManagersOperations ManagersHuman Resource ManagersHuman Resource Managers
Administrative ManagersAdministrative Managers
Other Kinds ofManagersOther Kinds ofManagers
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Managerial RolesManagerial Roles
((Mintzgbergs categories)Mintzgbergs categories)
Interpersonal RolesInterpersonal Roles
Informational RolesInformational Roles
Decisional RolesDecisional Roles
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Interpersonal RolesInterpersonal Roles
FigureheadFigurehead
LeaderLeader
LiasonLiason
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Informational RolesInformational Roles
MonitorMonitor
DisseminatorDisseminator
SpokespersonSpokesperson
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Decisional RolesDecisional Roles
EntrepreneurEntrepreneur
Disturbance handlerDisturbance handler
Resource allocatorResource allocatorNegotiatorNegotiator
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Managerial SkillsManagerial Skills
Conceptual SkillsConceptual Skills ability to think in theability to think in theabstract and see the big pictureabstract and see the big picture
Interpersonal SkillsInterpersonal Skills the ability tothe ability tocommunicate with, understand, and motivatecommunicate with, understand, and motivate
Technical SkillsTechnical Skills skills necessary toskills necessary toaccomplish or understand tasks relevant to theaccomplish or understand tasks relevant to theorganizationorganization
Political SkillsPolitical Skills ability to enhance onesability to enhance onesposition and establish the rightposition and establish the rightconnectionsconnections
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Management CompetenciesManagement Competencies
Competency is a cluster of of relatedCompetency is a cluster of of relatedknowledge, skills, and attitudesknowledge, skills, and attitudesrelated to effective managerialrelated to effective managerialperformanceperformance
MCIMCI management charter initiativemanagement charter initiative
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The Changing ManagerThe Changing ManagerOld ManagerOld Manager
Operates in climateOperates in climateof predictabilityof predictabilityand stabilityand stabilityThe bossThe bossCovets authorityCovets authorityHoards infoHoards infoTreat people as allTreat people as allthe samethe sameOversees onOversees on--sitesiteemployeesemployees
New ManagerNew Manager
Thrives on chaosThrives on chaos
The coachThe coachEmpowers employeesEmpowers employees
Shares infoShares info
Is sensitive toIs sensitive to
differencesdifferencesOversees onOversees on--site andsite and
virtual employeesvirtual employees
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Effective practice ofEffective practice of
managementmanagementrequires a synthesis of science and art,
a blend of rational objectivity and intuitive
insights.Most managers attain their skills through
a combination of education and experience
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Managerial effectivenessManagerial effectiveness
EfficiencyEfficiency refers to the relationshiprefers to the relationshipbetween inputs and outputsbetween inputs and outputs
EffectivenessEffectiveness -- accomplishingaccomplishingorganizational goalsorganizational goals
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Organizational stakeholdersOrganizational stakeholders
StakeholdersStakeholders are groups within andare groups within andoutside the organization that have anoutside the organization that have aninterest in it.interest in it.
Employees, customers, management,Employees, customers, management,board of directors, investors, competitors,board of directors, investors, competitors,
suppliers, government, special interestsuppliers, government, special interestgroupsgroups
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Effectiveness CriteriaEffectiveness Criteria
Financial measuresFinancial measures
ProductivityProductivity
GrowthGrowthCustomer satisfactionCustomer satisfaction
QualityQuality
FlexibilityFlexibility
Employee growth and satisfactionEmployee growth and satisfaction
Social acceptanceSocial acceptance
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The Ethical and SocialContextThe Ethical and SocialContext
of Managementof Management
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After studying this unit youAfter studying this unit you
will be able towill be able to
Discuss the formation of individual ethics andDiscuss the formation of individual ethics anddescribe three areas of special ethical concern fordescribe three areas of special ethical concern formanagersmanagers
Trace the development o f the concept of socialTrace the development o f the concept of social
responsibility and specify to whom or whatresponsibility and specify to whom or whatorganization might be considered responsible.organization might be considered responsible.
Describe some the activities organizations mayDescribe some the activities organizations mayengage in to manage social responsibilityengage in to manage social responsibility
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Ethics an individuals personal belief
regarding what is right and wrong,
good or bad
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Ethical behaviour
behavior that conforms
to generally accepted social
norms
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IndividualEthicsIndividualEthics is shaped byis shaped by
Family influencesFamily influences
Peer influencesPeer influences
Life experiencesLife experiencesPersonal values and moralsPersonal values and morals
Situational factorsSituational factors
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Managerial ethics
are the standards that guide
individual managers in their work
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The Domain of ManagerialThe Domain of Managerial
EthicsEthics
How the organization treats itsHow the organization treats itsemployeesemployees
How the organization treats itsHow the organization treats itsemployeesemployees
How the organization treatsHow the organization treatseconomic agentseconomic agents
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How the organization treatsHow the organization treats
its employeesits employees
Hiring and firingHiring and firing
Wages and working conditionsWages and working conditions
PrivacyPrivacy
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How the organization treatsHow the organization treats
its employeesits employees
Conflicts of interestConflicts of interest
SecrecySecrecy
Honesty and expense accountsHonesty and expense accounts
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How the organization treatsHow the organization treats
economic agentseconomic agents
CustomersCustomers
CompetitorsCompetitors
StockholdersStockholdersSuppliersSuppliers
DealersDealers
UnionsUnions
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Code ofEthicsCode ofEthics
ConfidentialityConfidentialityConflicts of interestsConflicts of interestsAccepting giftsAccepting gifts
Supporting equal employees rightsSupporting equal employees rightsEnvironmental issuesEnvironmental issuesProduct and workplace safetyProduct and workplace safetyEmployee health screeningEmployee health screening
Stakeholder interestsStakeholder interests
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Social ResponsibilityIs the set of obligations organization has
to protect and enhance the societal
context in which it functions.
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Areas of Social responsibilityAreas of Social responsibility
Organizational ConstituentsOrganizational Constituents
The Natural EnvironmentThe Natural Environment
General Social WelfareGeneral Social Welfare
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OrganizationalConstituentsOrganizationalConstituentsEmployeesEmployeesOwners/InvestorsOwners/InvestorsCreditorsCreditorsCustomersCustomersSuppliersSuppliersState/federal governmentState/federal governmentForeign governmentForeign governmentLocal communityLocal communityInterest groupsInterest groupsColleges and universitiesColleges and universities
Trade associationsTrade associations
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Arguments For SocialArguments For Social
ResponsibilityResponsibility
Business creates problems and shouldBusiness creates problems and shouldthere for help solve themthere for help solve them
Corporations are citizens in our societyCorporations are citizens in our society
Business often has the resourcesBusiness often has the resourcesnecessary to solve problemsnecessary to solve problems
Business is a partner in our society,Business is a partner in our society,along with the government and thealong with the government and the
general populationsgeneral populations
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Arguments for and AgainstArguments for and Against
Social ResponsibilitySocial Responsibility
The purpose of business is to generateThe purpose of business is to generateprofits for ownersprofits for owners
Involvement is social; programs givesInvolvement is social; programs gives
business too much powerbusiness too much powerThere is potential for conflict s ofThere is potential for conflict s ofinterestsinterests
Business lacks the expertise to manageBusiness lacks the expertise to manage
social programssocial programs
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OrganizationalApproaches toOrganizationalApproaches to
Social ResponsibilitySocial Responsibility
Social obstructionSocial obstruction
Social obligationSocial obligation
Social responseSocial responseSocial contributionSocial contribution
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Managing SocialManaging Social
ResponsibilitiesResponsibilities
Legal complianceLegal compliance
Ethical complianceEthical compliance
Philanthropic giving.Philanthropic giving.