1 / 18

Management Essentials: What, Why, and How in Today's Business World

Learn the fundamental concepts of management roles, skills, and organizational behavior. Discover why managers succeed or fail and how to develop a competitive advantage in your organization.

gareth-giles
Download Presentation

Management Essentials: What, Why, and How in Today's Business World

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. MGMT 380WELCOME! Personal Information What, Why, How, Why This Way Syllabus ID and Acquaintance Exercise

  2. Personal Information (legible) • 1. Your first and last name • 2. What do you want to be called? • 3. Your birthplace (city/country) • 4. Most unusual job • 5. Favorite sport • 6. Are you loud or quiet

  3. Personal Information (cont’d) • 7. Current employer • 8. Do you have lots or few friends? • 9. Skill you have that most others here don’t have. • 10. Best manager you’ve ever had/why. • 11. Worst manager you’ve ever had/why.

  4. What? • Management definition – the process of getting things done, effectively and efficiently, through and with other people.

  5. Management Roles • 1. Interpersonal – leading, networking, motivating • 2. Informational – spokesperson, monitor • 3. Decisional – resource allocation, negotiating, opportunity pursuit

  6. Management Skills • 1. Conceptual skills – analyze situations and see how things fit together • 2. Interpersonal skills – work with, understand, mentor, and motivate both individuals and groups • 3. Technical skills – specialized knowledge of finance mgr., acctg. mgr., project mgr. • 4. Political skills – networking, self-development, resource competition

  7. What? • Organization definition – arrangement of people brought together to accomplish a specific purpose.

  8. Why? • Skillful mgt  Behavior  Org. Success • Behavior is a consequence of treatment • Mgt tries to understand people at work • If true, we need to understand people’s needs, wants, and desires so you can develop structures, strategies, skills/programs to influence people’s behavior – understand how they tick.

  9. Why? • Competitive Advantage? • Human capital within your organization can be a strength or weakness that contributes to whether you have a competitive advantage StrengthsWeaknesses Motivated employees Poor labor relations Strong mgt. skills High turnover Staffed with right people Lack of commitment

  10. Why Managers Fail • Poor relationships – too harsh/insensitive • Rigidity – unable to adapt • No self-control – handle pressure poorly • Lack Conscientiousness – react defensively, pass the blame, don’t admit failure • Lack Trustworthiness – low integrity, overly ambitious, get ahead at expense of others • Limited Social Skills – lack empathy and sensitivity • Don’t build bonds – failed to build network of strong relationships

  11. How? • Objectives: • Provide foundation of concepts/terms • Demonstrate how dimensions fit together • Provide opportunities to develop interp. skills • Provide opportunity for personal growth • -Provide environment to practice behaviors

  12. How? • HBR Article, “Why should anyone be led by you?” • Theory X and Theory Y

  13. Why this Way • To prepare you for business world with “technical” knowledge • Teams are still hot • Challenge your assumptions about yourself and others • Writing • Exit surveys – shatter assumptions

  14. EBI Survey Some High Lights & Some Low Lights

  15. Some High Lights • Ranked first in Carnegie Class and 6th out of 182 for “To what extent did the Business program enhance your presentations skills?” • Ranked first in Carnegie Class and 13th overall in “How inclined are you to recommend your Undergraduate Business program to a close friend?” • Ranked second in Carnegie Class and 15th overall in “Satisfaction with quality of teaching of business law.”

  16. Some High Lights (cont’d) • Ranked fourth in Carnegie Class and 14th overall in “Major Courses: Quality of Faculty and Instruction” • Ranked fifth in Carnegie Class and 16th overall in “Learning Outcomes: Effective Communication and Team Work” • Ranked ninth in Carnegie Class and 21st overall in “Satisfaction with quality of teaching of statistics”

  17. Some Low Lights • 70 out of 70 Carnegie Class and 182 out of 182 for “availability of business school’s computers” • 68 out of 70 and 174 overall with “ability to manage technology” • 68 out of 70 and 173 overall with “comparing the quality of education to investment made” • 66 out of 70 and 174 overall with “ability of fellow students to work in teams”

  18. Some Low Lights (cont’d) • 66 out of 70 and 160 overall with “extent business program enhanced writing skills” • 66 out of 70 and 170 overall with “ability to use technology” • 62 out of 70 and 155 overall with “satisfaction with training to utilize business school’s computing resources”

More Related