self analysis
Lola2230
Chapter1.pptxStudent Version
What Is Management?
Engaging in a set of activities
Using organization resources
Achieving organizational goals
Management Is…
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Basic Responsibility of Management
Efficiently
Effectively
Managing Organizations
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6
Kinds of Managers by Level
Middle Managers
First-Line Managers
Top Managers
Kinds of Managers by Organization Level
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Kinds of Managers by Area
Human Resources Managers
Administrative Managers
Specialist Managers
Kinds of Managers by Area
Marketing Managers
Financial Managers
Operations Managers
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The Management Process
Planning
Organizing
Leading
Controlling
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What Skills Do Managers Need?
Interpersonal
Fundamental Management Skills
Technical
Conceptual
Communication
Time Management
Decision Making
Diagnostic
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Management: Science or Art?
The Science of Management
The Art of Management
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The Importance of Theory and History
Management Theory
Management History
Understanding Management
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The Historical Context of Management
3000
B.C.
2500
B.C.
A
Sumerians
F
Chinese
B
Egyptians
C
Babylonians
D
Greeks
G
Venetians
E
Romans
2000
B.C.
1500
B.C.
1000
B.C.
500
B.C.
A.D.
1500
A.D.
500
A.D.
1000
A
Used written rules and regulations for governance
B
Used management practices to construct pyramids
C
Used extensive set of laws and policies for governance
D
Used different governing systems for cities and state
E
Used organized structure for communication and control
F
Used extensive organization structure for government
agencies and the arts
G
Used organization design and planning concepts to
control the seas
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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Classical Management Perspective
Scientific Management
Administrative Management
Classical Management Perspective
Fredrick Taylor
Frank and Lillian Gilbreth
Henri Fayol
Lyndall Urwick
Max Weber
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Behavioral Management Perspective
Hugo Munsterberg
Mary Parker Follett
Behavioral Management Perspective
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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Lights, Roll Camera, Manage !!!
Interpersonal Roles
Informational Roles
Key Managerial Roles
Decisional Roles
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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Key Managerial Roles (Munsterberg)
Key Management Roles
Interpersonal Roles
Decisional Roles
Informational Roles
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance handler
Negotiator
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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Supervisor
Individual Needs and Motives
Social Context
Individual Responses
Task
Human Relations View of Management
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Behavioral Management Theorists
McGregor’s Theory X and Theory Y
Maslow’s Hierarchy of Needs
Behavioral Management Contributors
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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Quantitative Management Perspective
Operations Management
Management Science
Quantitative Management Fields
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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The Systems Perspective
Open Systems
Closed Systems
Subsystems
Organizational Systems Concepts
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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37
The Contingency Perspective
Universal Perspectives
Contingency Perspective
Management of Organizations
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The Contingency Perspective Process
Problem or Situation
Solution or Action B
Solution or Action A
Solution or Action C
Important Contingencies
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