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The Nature of Management

The Nature of Management. Lecture #1. Characteristics of Organizations. Combining of individual efforts in pursuit of certain common purposes or organizational goals Division of labor Hierarchy of authority. Management defined:.

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The Nature of Management

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  1. The Nature of Management Lecture #1

  2. Characteristics of Organizations • Combining of individual efforts in pursuit of certain common purposes or organizational goals • Division of labor • Hierarchy of authority

  3. Management defined: • The process of integrating resources and tasks toward the achievement of stated organizational goals • “Responsibility for Performance”

  4. Process • A series of actions or measures; A method of operation

  5. Bzzzzzzzz

  6. splat!

  7. SPLAT!!!!!!!

  8. Effectiveness The degree of success in accomplishing a task

  9. Efficiency The minimal use of resources in accomplishing a task

  10. Line Management

  11. Line Management • Directly involved in the production of the organization’s product or provision of its services.

  12. Line Management • Direct authority to act or command or do

  13. Staff Positions

  14. Staff Positions • Not directly involved in the production of the organization’s product or provision of its services.

  15. Staff Positions • No right to act or command or do

  16. Authority

  17. Authority • Right to Act or Command or Do

  18. Responsibility • Obligation to Act or Command or Do

  19. Parity • When the level of Authority equals the level of Responsibility

  20. Classical View of Authority

  21. Behavioral View of Authority

  22. Major Management Functions • Planning • Organizing • Directing (Leading) • Controlling

  23. Planning Organizing Directing Controlling The process of deter- mining specific goals (what you want to achieve) and steps to reach the goals. Set up the groups, allocate resources and assign work in order to achieve goals. Influencing people to act or not to act in a certain way. Monitoring performance and making required corrections Monitoring and correcting activity Means to Achieve Targets Setting Targets

  24. Planning • Evaluating environmental forces and organizational resources • Establishing a set of organizational goals • Developing strategies and plans to achieve the stated goals • Formulating a decision making process

  25. Organizing • Developing the structure of the organization • Acquiring and training human resources • Establishing communication patterns and networks

  26. Directing • Motivating employees (members of the organization) • Influencing employees to perform • Forming effective groups • Improving job performance

  27. Controlling • Determining elements of a control system (performance standards) • Evaluating and rewarding employees’ performance • Controlling financial, information, and physical resources

  28. Minor(?) Management Functions • Staffing • Coordinating

  29. Supervisory Skills • Technical Skills • Specialized knowledge and expertise • Human Relations Skills • Ability to work effectively with others • Conceptual Skills • Decision Making Skills • Ability to analyze information and make a decision

  30. SWOT Method • SWOT • Strengths • Weaknesses • Opportunities • Threats

  31. Shrinking and Diverse Workforce • 4% Unemployment-- 6% considered full employment • Technologically literate • Increasingly diverse and non-traditional--race, culture, and gender • More part-time • Family leave

  32. Are told what to do Focus on the job Paid by the hour Work left at the office Member of a group Separated from upper managment Tell others what to do Oversee many jobs Paid a salary Often take work home Outside the group Direct contact with upper management Employee vs. Supervisor

  33. So You Want to be a Supervisor • Demonstrate technical skills • Demonstrate leadership skills by acting as an informal leader • Hard working • Conscientious • Good communicator • Express an interest in becoming a supervisor

  34. Role of Supervisor • Positive Attitude • Loyal • Fair • Good Communicator • Able to Delegate

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