Презентація на тему:
папір

PowerPoint Presentation by Charlie Cook Copyright © 2004 Prentice Hall, Inc. All rights reserved. Chapter 1 Managers and Management Copyright © 2004 Prentice Hall, Inc. All rights reserved. Part 1: Introduction

–*

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* L E A R N I N G O U T C O M E S After reading this chapter, I will be able to: Summarize the essential roles performed by managers. Discuss whether the manager’s job is generic. Describe the four general skills necessary for becoming a successful manager. Describe the value of studying management. Identify the relevance of popular humanities and social science courses to management practices. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Organizations Organization A systematic arrangement of people brought together to accomplish some specific purpose; applies to all organizations—for-profit as well as not-for-profit organizations. Where managers work (manage) Common characteristics Goals Structure People Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Common Characteristics of Organizations EXHIBIT 1.1 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* People Differences Operatives People who work directly on a job or task and have no responsibility for overseeing the work of others Managers Individuals in an organization who direct the activities of others Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Organizational Levels EXHIBIT 1.2 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Identifying Managers First-line managers Supervisors responsible for directing the day-to-day activities of operative employees Middle managers Individuals at levels of management between the first-line manager and top management Top managers Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Management Defined Management The process of getting things done, effectively and efficiently, through and with other people Efficiency Means doing the thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs Effectiveness Means doing the right things; goal attainment Copyright © 2004 Prentice Hall, Inc. All rights reserved.

*

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Management Process Planning Includes defining goals, establishing strategy, and developing plans to coordinate activities Organizing Includes determining what tasks to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Management Process Leading Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts Controlling The process of monitoring performance, comparing it with goals, and correcting any significant deviations Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Mintzberg’s Managerial Roles Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance hander Resource allocator Negotiator EXHIBIT 1.5 Source: Adapted from The Nature of Managerial Work (paperback) by H. Mintzberg, Table 2, pp.92–93. Copyright © 1973 Addison Wesley Longman. Reprinted by permission of Addison Wesley Longman. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Is The Manager’s Job Universal? Level in the organization Do managers manage differently based on where they are in the organization? Profit versus not-for-profit Is managing in a commercial enterprise different than managing in a non-commercial organization? Size of organization Does the size of an organization affect how managers function in the organization? Management concepts and national borders Is management the same in all economic, cultural, social and political systems? Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Distribution of Time per Activity by Organizational Level EXHIBIT 1.6 Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, “The Job(s) of Management,” Industrial Relations 4, No.2 (1965), p.103. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

. –* .

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* General Skills for Managers Conceptual skills A manager’s mental ability to coordinate all of the organization’s interests and activities Interpersonal skills A manager’s ability to work with, understand, mentor, and motivate others, both individually and in groups Technical skills A manager’s ability to use the tools, procedures, and techniques of a specialized field Political skills A manager’s ability to build a power base and establish the right connections Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Specific Skills for Managers Behaviors related to a manager’s effectiveness: Controlling the organization’s environment and its resources. Organizing and coordinating. Handling information. Providing for growth and development. Motivating employees and handling conflicts. Strategic problem solving. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Management Charter Initiative Competencies for Middle Managers Initiate and implement change and improvement in services, products, and systems Monitor maintain, and improve service and product delivery Monitor and control the use of resources Secure effective resource allocation for activities and projects Recruit and select personnel Develop teams, individuals, and self to enhance performance Plan, allocate, and evaluate work carried out by teams, individuals and self Create, maintain, and enhance effective working relationships Seek, evaluate, and organize information for action Exchange information to solve problems and make decisions EXHIBIT 1.8 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* How Much Importance Does The Marketplace Put On Managers? Good (effective) managerial skills are a scarce commodity. Managerial compensation packages are one measure of the value that organizations place on them. Management compensation reflects the market forces of supply and demand. Management superstars, like superstar athletes in professional sports, are wooed with signing bonuses, interest-free loans, performance incentive packages, and guaranteed contracts. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Why Study Management? We all have a vested interest in improving the way organizations are managed. Better organizations are, in part, the result of good management. You will eventually either manage or be managed Gaining an understanding of the management process provides the foundation for developing management skills and insight into the behavior of individuals and the organizations. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* How Does Management Relate To Other Disciplines? Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* EXHIBIT HM–1 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* EXHIBIT HM–2 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* EXHIBIT HM–3 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Human Resources Approach Robert Owen Claimed that a concern for employees was profitable for management and would relieve human misery. Hugo Munsterberg Created the field of industrial psychology—the scientific study of individuals at work to maximize their productivity and adjustment. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Human Resources Approach Mary Parker Follett Recognized that organizations could be viewed from the perspective of individual and group behavior. Chester Barnard Saw organizations as social systems that require human cooperation. Expressed his views in his book The Functions of the Executive (1938). Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Hawthorne Studies A series of studies done during the 1920s and 1930s that provided new insights into group norms and behaviors Hawthorne effect Social norms or standards of the group are the key determinants of individual work behavior. Changed the prevalent view of the time that people were no different than machines. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Human Relations Movement Based on a belief in the importance of employee satisfaction—a satisfied worker was believed to be a productive worker. Advocates were concerned with making management practices more humane. Dale Carnegie Abraham Maslow Douglas McGregor Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Social Events That Shaped Management Approaches Classical approach Desire for increased efficiency of labor intensive operations Human resources approach The backlash to the overly mechanistic view of employees held by the classicists. The Great Depression. The quantitative approaches World War II Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* The Process Approach Management theory jungle (Harold Koontz) The diversity of approaches to the study of management—functions, quantitative emphasis, human relations approaches—each offer something to management theory, but many are only managerial tools. Planning, leading, and controlling activities are circular and continuous functions of management. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* The Organization and its Environment EXHIBIT HM–4 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

Copyright © 2004 Prentice Hall, Inc. All rights reserved. 1–* Copyright © 2004 Prentice Hall, Inc. All rights reserved.