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MGT 101 - Principles of Management and Business. Managers & Management. Faisal AlSager. Week 1. Objectives. To recognize the need for managers. To know the definition of organization and its characteristics To understand different types of organizational members

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objectives
Objectives
  • To recognize the need for managers.
  • To know the definition of organization and its characteristics
  • To understand different types of organizational members
  • To know the factors that reshape and redefine management
who needs managers
Who needs managers?
  • ORGANIZATIONS
what is an organization
What is an organization?
  • Organization: a deliberate arrangement of people brought together to accomplish some specific purpose.
  • Organization characteristics:
    • Goals: An organization has a distinct purpose, expressed in terms of a goal or a set of goals.
    • People: who can achieve the purpose of the organization. They make decisions and engage in work activities.
    • Structure: deliberate and systematic. It defines and limits behaviors of its members.
organizational members
Organizational Members
  • Managers:
    • individuals in an organization who direct and oversee the activities of other people in the organization.
  • Nonmanagerial Employees:
    • people who work directly on a job or a task and have no responsibility for overseeing the work of others.
management levels
Management Levels
  • Top mangers:
    • Definition: those at or near the top of an organization.
    • Examples: CEO, vice president, chancellor.. etc.
  • Middle managers:
    • Definition: managers found between the lowest and top levels of the organization.
    • Examples: department head, division manager, store manager.. etc.
  • First-line managers:
    • Definition: individuals responsible for directing day-to-day activities of nonmanagerial employees.
    • Examples: supervisor, team leader, unit coordinator.. etc.
management
Management
  • Management
    • the process of getting things done, effectively and efficiently, through other people.
  • Process
    • a set of ongoing and interrelated activities.
efficiency and effectiveness
Efficiency and Effectiveness
  • Efficiency
    • doing a task correctly (“doing things right”) and getting the most output from the least amount of inputs.
  • Effectiveness
    • “doing the right things” by doing those work tasks that help the organization reach its goals.
interrelation between efficiency and effectiveness
Interrelation between Efficiency and Effectiveness

Means

Efficiency

Ends

Effectiveness

R

E

S

O

U

R

C

E

U

S

A

G

E

G

O

A

L

A

T

T

A

I

N

M

E

N

T

GOALS

Low

waste

High

attainment

scientific management
Scientific Management
  • Scientific management is the use of scientific methods to define “one best way” for a job to be done.
what managers do
What Managers Do

4 Management

Functions

Planning

Organizing

Achieving the

organization’s

stated purpose

Controlling

Leading

manager s functions planning and organizing
Manager’s Functions:Planning and Organizing
  • Planning:
    • defining goals
    • establishing strategy
    • developing plans to coordinate activities
  • Organizing:
    • determining what tasks are to be done
    • how the tasks are to be grouped
    • who reports to whom
    • where decision are to be made
manager s functions leading and controlling
Manager’s Functions:Leading and Controlling
  • Leading:
    • motivating employees
    • directing activities of others
    • selecting the most effective communication channel
    • resolving conflicts
  • Controlling:
    • monitoring work performance
    • comparing it with goals
    • correcting any significant deviations
mintzberg s managerial roles
Mintzberg’s Managerial Roles
  • Managerial Roles:
      • Specific categories of managerial actions or behaviors of expected of a manager.
  • Grouped under one three primary headings:
    • Interpersonal roles
    • Information roles
    • Decisional roles
interpersonal roles
Interpersonal Roles
  • Definition:
      • involve people (subordinates and people outside the organization) and other duties that are ceremonial and symbolic in nature.
  • Three interpersonal roles:
      • Figurehead
      • Leader
      • Liaison
informational roles
Informational Roles
  • Definition
      • involves collecting, receiving, and disseminating information.
  • Three informational roles
    • Monitor
    • Disseminator
    • Spokesperson
decisional roles
Decisional Roles
  • Definition
      • entail making decisions or choices.
  • Four decisional roles
    • Entrepreneur
    • Disturbance handler
    • Resource allocator
    • Negotiator
skills that managers need
Skills that Managers Need
  • Conceptual Skills
    • A manager’s ability to analyze and diagnose a complex situation.
  • Interpersonal Skills
    • A manager’s ability to work with, understand, mentor, and motivate others, both individually and in groups.
  • Technical Skills
    • Job-specific knowledge and techniques needed to perform work tasks.
  • Political Skills
    • A manager’s ability to build a power base and establish the right connections.
is the manager s job universal
Is the manager’s job universal?
  • Factors affecting the manager’s job:
    • Level in the organization
    • Profit versus Not-For-Profit
    • Size of organization
      • Small business: an independent business having fewer than 500 employees and which doesn’t necessarily engage in any new or innovative practices and which has relatively little impact on the industry.
    • Management concepts and national borders
learning outcomes
Learning Outcomes
  • Organizations have three characteristics: 1) Purpose, 2) People, and 3) structure.
  • Managers lead organizations to their goals using three functions: 1) Planning, 2) Organizing, 3) Leading, and 4) Controlling.
  • Mangers should be able to get things done efficiently and effectively.
  • There are 3 roles that managers have: 1) Interpersonal, 3) Informational, and 3) decisional roles.
  • Four skills that managers have: 1) Conceptual, 2) Interpersonal, 3) Technical, and 4) Political.
  • Management is not a universal job. It differs based on different factors.