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Transcript of Management process today
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The The Management Management Process TodayProcess Today
Chapter One
Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
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What is Management?What is Management?
• Management – The planning, organizing, leading, and
controlling of human and other resources to achieve organizational goals effectively and efficiently
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What is Management?What is Management?
• Organizations– Collections of people who work together and coordinate
their actions to achieve a wide variety of goals
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What is Management?What is Management?
• Managers – The people responsible for supervising the use of
an organization’s resources to meet its goals– Resources include people, skills, know-how,
machinery, raw materials, computers and IT, and financial capital
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Achieving High PerformanceAchieving High Performance
• Organizational Performance – A measure of how efficiently and effectively
managers use organizational resources to satisfy customers and achieve goals
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Efficiency, Effectiveness, andEfficiency, Effectiveness, andPerformance in an OrganizationPerformance in an Organization
1-6Figure 1.1
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Organizational PerformanceOrganizational Performance
• Efficiency – A measure of how well
or productively resources are used to achieve a goal
• Effectiveness– A measure of the
appropriateness of the goals an organization is pursuing and the degree to which they are achieved.
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Why study management?Why study management?
• The more effective and efficient use an organization can make of resources, the greater the relative well-being of people
• Almost all of us encounter managers because most people have jobs and bosses
• Understanding management is one important path toward obtaining a satisfying career
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Four Tasks of ManagementFour Tasks of Management
1-9Figure 1.2
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PlanningPlanning
• Planning – Process of identifying and selecting appropriate
goals and courses of action
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OrganizingOrganizing
• Organizing – structuring working relationships so organizational
members interact and cooperate to achieve organizational goals.
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LeadingLeading
• Leading – Articulating a clear vision and energizing and
enabling organizational members so they understand the part they play in attaining organizational goals
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ControllingControlling
• Controlling – Evaluating how well an organization is achieving
its goals and taking action to maintain or improve performance
• The outcome of the control process is the ability to measure performance accurately and regulate efficiency and effectiveness
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Levels and Skills of ManagersLevels and Skills of Managers
• Department– A group of people who work together and
possess similar skills or use the same knowledge, tools, or techniques to perform their jobs
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Levels of ManagementLevels of Management
• First line managers – Responsible for the daily supervision of non-
managerial employees
• Middle managers – Supervise first-line managers and are responsible
for finding the best way to use resources to achieve organizational goals
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Levels of ManagementLevels of Management
• Top managers – establish organizational goals, decide how
departments should interact, and monitor the performance of middle managers
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Levels of ManagersLevels of Managers
1-17Figure 1.3
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Relative Amount of Time That Managers Spend Relative Amount of Time That Managers Spend on the Four Managerial Taskson the Four Managerial Tasks
1-18Figure 1.4
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Levels of ManagersLevels of Managers
• Top-management team – group composed of the CEO, COO, and the heads
of the most important departments
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Managerial SkillsManagerial Skills
• Conceptual skills– The ability to analyze and diagnose a situation and
distinguish between cause and effect.
• Human skills– The ability to understand, alter, lead, and control the
behavior of other individuals and groups.
• Technical skills– The specific knowledge and techniques required to
perform an organizational role.
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Technical SkillsTechnical Skills
• Core competency – Specific set of skills, abilities, and experiences that
allows one organization to outperform its competitors
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Types and Levels of ManagersTypes and Levels of Managers
1-22Figure 1.5
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Recent Changes in Management PracticesRecent Changes in Management Practices
• Restructuring – downsizing an organization by eliminating the jobs
of large numbers of top, middle, or first-line managers and non-managerial employees
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Recent Changes in Management PracticesRecent Changes in Management Practices
• Outsourcing – contracting with another company, usually in a
low cost country abroad, to perform an activity the company previously performed itself
• Increases efficiency because it lowers operating costs, freeing up money and resources that can be used in more effective ways
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Empowerment and Self-Managed Empowerment and Self-Managed TeamsTeams
• Empowerment – Expansion of employees’ knowledge, tasks, and decision-
making responsibilities
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Empowerment and Self-Managed TeamsEmpowerment and Self-Managed Teams
• Self-managed team – a group of employees with the responsibility for
organizing, controlling, and supervising their own activities and for monitoring the quality of the goods and services they provide
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Challenges for Management inChallenges for Management ina Global Environmenta Global Environment
• Rise of Global Organizations.
• Building a Competitive Advantage
• Maintaining Ethical and Socially Responsible Standards
• Managing a Diverse Workforce
• Utilizing IT and E-Commerce
• Practicing Global Crisis Management
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Challenges for Management inChallenges for Management ina Global Environmenta Global Environment
• Global organizations– organizations that operate and compete in more
than one country
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Building Competitive AdvantageBuilding Competitive Advantage
• Competitive advantage – Ability of one organization to outperform other
organizations because it produces desired goods or services more efficiently and effectively than they do
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Building Blocks of Competitive Building Blocks of Competitive AdvantageAdvantage
1-30Figure 1.6
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Building a Competitive AdvantageBuilding a Competitive Advantage
• Innovation – process of creating new or improved goods and
services or developing better ways to produce or provide them
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Practicing Global Crisis ManagementPracticing Global Crisis Management
Crisis management involves making important choices about how to:
1. Create teams to facilitate rapid decision making and communication
2. Establish the organizational chain of command3. Recruit and select the right people4. Develop bargaining and negotiating strategies to
manage conflicts
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