assignment
faisal91
chapter_1.pptChapter 1
Managers & Managing
What is Management?
- Supervise the use of organizational resources to achieve organizational performance.
- Organizational Resources
- Human Resources
- Assets
- Machinery
- Cash, etc.
Organizational Performance
- Efficiency – how productively resources are used to achieve a goal.
- Minimizing the amount of inputs needed to create a good or service.
- Effectiveness
- Appropriateness of goals selected for the org.
- Degree to which the goals are achieved.
Figure 1.1
Why Study Management?
- Being effective and efficient is important
- Personally & Professionally
- Managerial skills help non-managers interact with:
- Managers
- Co-workers / Team members
- Many career paths result in management positions.
Four Management Functions
- Planning
- Organizing
- Leading
- Controlling
Planning
- Deciding which goals to pursue
- Deciding what courses of action to employ in order to achieve those goals
- Deciding how to allocate resources to attain those goals
- Outcome: Strategy
- Low cost vs. Differentiation
- Planning impacts organizational performance
Organizing
- Establishing a structure of working relationships
- Creating rules for how people will interact as they attempt to accomplish goals
- Authority and Responsibility are assigned
- Outcome: Organizational Structure
- Hierarchy, departments, etc.
Leading
- Communicate a vision to employees
- Motivate employees
- Enable employees
- Encourage employees to perform at a high level
- Outcome: Motivation & Commitment
Controlling
- Evaluate the organization’s performance
- Collect information on relevant factors
- Create control systems to keep critical processes in check.
Types of Managers
- First-line managers (supervisors)
- Supervise non-managers
- Middle managers
- Supervise first-line managers
- Relay information between first-line & top
- Top Managers
- Establish organizational goals
- Responsible for org. performance
Relative Amount of Time That Managers Spend on the Four Managerial Functions
Current Trends in Hierarchies
- Restructuring
- Eliminating jobs
- Survivor syndrome
- Outsourcing
- Contract with another company to perform certain tasks
Current Trends in Hierarchies
- Empowerment
- Increase employee’s knowledge & responsibilities
- Self-Managed Teams
- Group of employees are responsible for supervising themselves
Mintzberg’s Managerial Roles
- Decision Roles
- Informational Roles
- Interpersonal Roles
Mintzberg’s Decision Roles
- Entrepreneur – deciding which projects to do / how to grow the business.
- Disturbance Handler – manage the unexpected
- Resource Allocator – allocate org. resources
- Negotiator – Get resources from internal & external sources
Mintzberg’s Informational Roles
- Monitor – evaluate performance
- Disseminator – communicate with employees
- Spokesperson – promote the organization
Mintzberg’s Interpersonal Roles
- Figurehead – Symbolize the organization
- Leader – provide an example for employees & give commands
- Liaison – coordinate across departments / establish alliances
Competitive Advantage
- The ability of an organization to outperform its competitors
- Increased Efficiency
- Increased Quality
- Increased Speed, Flexibility, & Innovation
- Increased Responsiveness to Customers
