Topic 1 Manager Mgmt (1)

8/14/2019 Topic 1 Manager Mgmt (1)

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1Topic

Managers

andManagement

Copyright 2013 Pearson Education 1-1


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Learning Outcome

Copyright 2009 Pearson Education, Inc.

Publishing as Prentice Hall.1-2

Tellwhomanagers are and where they work

Define management

Describewhat managers do Explainwhy its importantto study

management

Describethe factorsthat are reshaping andredefining management


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Who Are Managers?

Where Do They Work?



Organization

A deliberate arrangement of people brought

togetherto accomplish a specific purpose.

Common Characteristics of Organizations

1. Goals- Distinct purpose

2. Peopleworking together (Social entity)

3. structure


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1-5Copyright 2011 Pearson Education, Inc.

Publishing as Prentice Hall.

Value

-s/holders

-customers

Innovations

Mtn. integrity

people

To defines & limits

Behaviorof members

-structure

-rules & regulationsDecision &

activities


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How Are Managers Different from

Nonmanagerial Employees?



Nonmanagerial Employees

People who work directly on a job or taskand

have no responsibility for overseeing the work of

others. Eg- associates, team members, accounts officer, IT

specialist, purchasing clerk..

Managers Individuals in organizations who direct the

activities of others.

Eg. Manager - production, purchasing, a/c.


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WhatTitles Do Managers Have?



Top Managers Responsible - directionof the organization.

Establishing policies & philosophies

Eg. President, CEO, VP

Middle Managers

Manage the activities of other managers.

Translate the goals set by top managers into specific detailthat lower managers can get things done.

Eg. District Manager, Division Manager First-line Managers

directing nonmanagerial employees (day to day activities)

Eg. Supervisor, Team Leader


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What is Management?



Management The processof getting things done effectivelyand

efficiently, with and through people

Effectiveness Doing the right things, doing those tasks that

help an organization reach its goals (ends)

Efficiency Concerned with the means, efficient use of

resourceslike people, money, and equipment

Most output with leastinput - cost (means)


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The Process of Management


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What Do Managers Do?



In the functions approach proposed by Henri

Fayol, all mangers perform five management

activities:

Plan

Organize

Command

Coordinate

Control


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Four Management Functions



Planning Defining the organizational purpose (goals) and ways

(strategy & plan)to achieve it

Organizing Arranging and structuring workto accomplish

organizational goals (what? How ? Who?) Leading

Directing the work activities of others Direct, coordinate, motivatingcommunication

channel Influencingchange behavior.

Controlling Monitoring, comparing-std, and correctingwork

performance (cost, quality, service..)

Resolve conflicts


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What Roles Do Managers Play?



Henry Mintzberg (60s)observed that a managers jobcan be described by ten rolesperformed bymanagers in three general categories.

Interpersonal Roles Figurehead, Leader, and Liaison

Informational Roles

Monitor, Disseminatorand Spokesperson Decisional roles

Entrepreneur, Disturbance Handler, ResourceAllocatorand Negotiator


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Publishing as Prentice Hall.17


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(i) Interpersonal Roles



Interpersonal rolesrefer to relationshipswithothers and are related to human skills.

The figurehead role- handling of ceremonial and

symbolic functionsfor the organization (signingmou).

The leader role-the relationship with

subordinates including motivation,communication, and influence.

The liaison role- the development of information

sources both inside and outsidethe organizations.


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(ii) Informational Roles

Informational rolesinclude the functions used to

maintain and developan information network.

monitor role- seeking current information from

many sources (written mat.& peoples).

disseminator role -the manager transmitsinformation to others-inside and outsidethe orgn

spokesperson role- making official statementsto people outsidethe organization about company

policies, actions, or plans.




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(iii) Decisional Roles

Decisional rolescome into play when managers must

make choices. These roles often require bothconceptual and human skills.

The entrepreneur role- initiation of change.Managers seek ways to solve problemsor improveoperations.

The disturbance handler role- resolving conflictamong subordinates, between managers, orbetween departments.

The resource allocator role- allocating resources

in order to attain desired outcomes. (get $,budget)

The negotiator role- involves formal negotiationsand bargainingto attain outcomes for themanagers unit of responsibility. Union, other dept., supplier



Exhibit 1 5: Ten Managerial Roles


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Exhibit 1.5: Ten Managerial Roles


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What SkillsDo Managers Need?



Robert Katz and others describe four critical skills in

managing

Conceptual Skills

Used to analyze & diagnosecomplex situations (fit)-SWOT

Interpersonal Skills

Used to communicate, motivate, mentorand delegate

Technical Skills

Based on specialized knowledgerequired for work

Political Skills

Used to build a powerbase and establish connectionsGetting resources


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Is The Managers Job Universal?



Managers job varieswith along several dimensions

Level in the Organization

Top levelmanagers do more planning, designingoverall orgn. structure whereas lower level

managers focus on designing jobs for individual &

work groups.

Profit vs. Nonprofit

Management performance is measured on

different objectives


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Is the Managers Job Universal? (contd)

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Size of the Organization Small buss -emphasis in the

management role of spokesperson

Eg .Meeting cust., bankers, searching

new opp., & stimulating change- Large orgnInt. resourceallocation to buss. unit focus.

National Borders (transferable?)

These concepts work best inEnglish-speaking countries andmay need to be modified in otherglobal environments

Generalist daily actLess formal structure

Direct control-obs->obj.

Small business managers

spend much of their time

in entrepreneurial activities




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P- OO - LO L


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Why Study Management?



We all benefits from efficiently and effectivelyrun business.

Well managed organization prosper even inchallenging economic times.

After graduation most students become

managersor are managed (career)


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What Factors Are Reshaping and


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What Factors Are Reshaping and

Redefining Management?


Today, managers must deal with:

Changing workplaces

flexi. Work/virtualflexi structure

diverseworkforcerecruitment policy

teamvs individual

empoweringvs autocratic

Ethical and trust issues

Global economic uncertainties

Changing technologiesdigital

Trader Joes success

results from

outstanding

customer service.


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How Do Organizations Make the


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How Do Organizations Make the

Customer King?


Stew Leonard, CEO of the largest dairy business with stores

in southern Connecticut and in New York, says it only has

two rules in his business. Rule 1the customer is always right.

Rule 2if the customer is ever wrong, reread Rule 1

Managers are being influenced by the Stew Leonards of the

world. Long-term success can be achieved only by satisfying the customer.

Customers have more choices than ever before, and are therefore

more difficult to please.

Customers are demanding quicker service, higher quality, and more

value for their money.


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Why Is Innovation Important?


Nothing is more risky than not

innovating.

Innovation isnt only important

for high technology companies;it is essential in all types of

organizations.

Doing things differently

(product, process, service)

Exploring new territory

Taking risks


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Summary

Managers and Management :

Who are managers and where do they work?

What is management?

What do managers do?

Why study management?

What factors are reshaping and redefiningmanagement?

Topic 1 Manager Mgmt (1)

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