Management: An Overview

1. Management: An Overview 2002 South-Western

2. Mission Defines strategy 1 Strategy defines structure 2 2002 South-Western

3. Goal • Outcomes to be achieved. • Destination to be reached over a period of time through the exercise of management functions. 2002 South-Western

4. Objectives Comparatively short time span Specific Measurable achievements 2002 South-Western

5. Organization Entity managed by one or more persons to achieve stated goals. 2002 South-Western

6. Values Constitute beliefs and basic tenets. Meaningful to those individuals and organizations that hold them. Must be harmonious and support one another. 2002 South-Western

7. Managers Must be Able to Sense the need for change in themselves. Sense the need for change in their areas of influence. Sense the need to become the driving force for achieving change. 2002 South-Western

8. Quality The totality of features and characteristics of a product or service. 2002 South-Western

9. Customer Any person or group, both inside and outside an organization. 2002 South-Western

10. Essential Characteristic of Leadership • The ability “to get people to follow voluntarily.” • Accomplish this by having: -values -skills -abilities -traits -ability to inspire others 2002 South-Western

11. Personal Energy to welcome and deal with the speed of change. 4-Es of GE Leadership The Edge to make difficult decisions. The ability to consistently Execute. Ability to create an atmosphere that Energizes others. 2002 South-Western

12. Diversity Includes Differing Age Groups Ethnic and Racial Backgrounds Genders Cultural and National Origins Mental and Physical Capabilities 2002 South-Western

13. Diversity Represents Three Challenges for Managers Integrate the diversity that exists into their workforces. Learn about and understand employees’ differences. Find ways to utilize and celebrate these differences. 2002 South-Western

14. In a Global Economy,Managers Must Adapt to Unfamiliar Cultures Economic Conditions Climates Commercial Regulations 2002 South-Western

15. Pyramid of The Management Hierarchy 2002 South-Western

16. Middle Managers Typically Translate top long-term goals into shorter-term objectives. Are trained to become team leaders and facilitators. Oversee the works of other middle managers. Are being thinned or eliminated. Are becoming less specialized. 2002 South-Western

17. Human Resource Management Marketing Essential Business Functions Operations Finance 2002 South-Western

18. 2002 South-Western

19. Planning • Lay the groundwork. • Begin by identifying goals and alternative ways of achieving them. • Assign priorities to each goal. • Determine the resources required. • Determine actions that commit individuals, departments, and organization. 2002 South-Western

20. Influences on Planning External forces Internal forces Vertical influence 2002 South-Western

21. Management Functions 2002 South-Western

22. Three Interpersonal Roles • Figurehead • Performs certain ceremonial duties • Leader • Works to improve employees’ performances and reduce conflict • Provides feedback • Encourages individual growth • Liaison • Interacts with others • Builds contacts 2002 South-Western

23. Three Key Roles Involving Dissemination of Information Monitor - Directly (by asking questions) - Indirectly (by receiving unsolicited information) Disseminator Spokesperson 2002 South-Western

24. Entrepreneur Disturbance Handler Decisional Roles Resource Allocator Negotiator 2002 South-Western

25. Skills Needed by Management Level 2002 South-Western

26. Management Six Myths Myth #1 Managers are reflective, methodical planners with time to systematically plan and work through a day. Myth #2 Effective managers have no regular duties to perform. They establish others’ responsibilities in advance and then relax. Myth #3 The manager’s job is a science; managers work systematically and analytically. Myth #4 Managers are self-starting, self-directing, and autonomous. Myth #5 Good managers seek out the information they need. Myth #6 Competition among managers is good for…business. 2002 South-Western

27. Managers are Evaluated by How effectively they play the management roles. How efficiently they use their talents and resources Whether they act ethically Whether they possess and properly apply needed management skills How they utilize the diversity in their people How effective they are in setting and achieving goals How well they demonstrate leadership. How effectively they and their people please customers 2002 South-Western

28. Manager’s Primary Reasons for Failure • Being uncertain about their boss’s expectations of them. • Being unable to make tough decisions. • Taking too long to learn the job. • Being unable to build partnerships with subordinates and peers. • Lacking political savvy. 2002 South-Western