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Fundamentals of ManagementBBA - 2009,[object Object],SalmaanRahman,[object Object],Lecture 1,[object Object],Introduction to Management,[object Object],Chapters 1 & 2,[object Object]
Who are Managers?,[object Object],Definition becomes more difficult with time,[object Object],Organizations and the business world keeps evolving,[object Object],Roles change with time,[object Object],At its simplest, companies employ two categories of people:,[object Object],Non-managerial employees,[object Object],Managerial employees,[object Object],What separates managerial employees from other employees?,[object Object]
Managers:,[object Object],Managers can be defined through,[object Object],Roles,[object Object],Functions,[object Object],Skill,[object Object],Authority,[object Object],At its simplest:,[object Object],Non-managerial employees work directly on a task or job.,[object Object],Managers are those figures to whom non-managerial employees report to,[object Object]
So. . . a manager is:,[object Object],Someone who works with and through other people to coordinate and integrate work activities in order to accomplish organizational goals. ,[object Object],Entire organization, a department, a team, or a single person,[object Object]
Managers: classification,[object Object],Firstline,[object Object],Lowest Level,[object Object],manage the work of non-managerial employees directly (supervisors, shift managers, foremen, etc,[object Object],Middle,[object Object],All levels between firstline and top management,[object Object],Manage the work of firstline managers,[object Object],Regional, project leader, plant manager, division manager,[object Object],Top,[object Object],Executive vice president, president, CEO, Chairman,[object Object],Responsible for making strategic decisions, setting goals, and plans that affect entire organization,[object Object]
Copyright © 2005 Prentice Hall, Inc. All rights reserved. ,[object Object],1–6,[object Object],Managerial Levels,[object Object],Exhibit 1.1,[object Object]
What is Management?,[object Object],At its simplest:,[object Object],Management is what managers do,[object Object],Management is the coordinating of work activities so that they are completed efficiently and effectively,[object Object],Efficiency: getting the most output from the least amount of imputs (doing things right),[object Object],Effectiveness: doing those work activities that meet organizational goals (doing the right things),[object Object],Successful organizations are those who combine high effectiveness with high efficiency.,[object Object]
What do Managers do?,[object Object],No two jobs are alike!,[object Object],Three basic categorization schemes:,[object Object],Functions,[object Object],Roles,[object Object],Skills,[object Object]
Management functions:,[object Object],Four functions,[object Object], Planning,[object Object], Organizing,[object Object], Leading,[object Object], Controlling,[object Object],Henri Fayol,[object Object],Planning,[object Object],Defining goals, strategy, plans,[object Object],Organizing,[object Object],What needs to be done, who does it, how it will be done, when,[object Object],Leading,[object Object],Directing and motivating all parties, resolving conflicts,[object Object],Controlling,[object Object],Monitoring activities to ensure goals are reached.,[object Object]
Copyright © 2005 Prentice Hall, Inc. All rights reserved. ,[object Object],1–10,[object Object],Management Functions,[object Object],Exhibit 1.3,[object Object]
Management Roles,[object Object],Interpersonal Roles,[object Object],Figurehead, leader, Liaison,[object Object],Involve people,[object Object],Informational Roles,[object Object],Monitor, disseminator, spokesperson,[object Object],Involves information – receiving, collecting and disseminating,[object Object],Decisional Roles,[object Object],Entrepreneur, disturbance handler, allocator, negotiator,[object Object],Involves making choices,[object Object],Henry Mintzberg,[object Object]
Management Skills,[object Object],Managers jobs are varied and complex,[object Object],Managers require skills to perform the duties and activities required of them,[object Object],Technical Skills,[object Object],Human Skills,[object Object],Conceptual Skills,[object Object],Robert L. Katz,[object Object]
1–13,[object Object],Exhibit 1.6a,[object Object],Conceptual Skills,[object Object],Using information to solve business problems,[object Object],Identifying opportunities for innovation,[object Object],Recognizing problem areas and implementing solutions,[object Object],Selecting critical information from masses of data,[object Object],Understanding of business uses of technology,[object Object],Understanding of organization’s business model,[object Object]
Interpersonal (Human) Skills,[object Object],Coaching and mentoring skills,[object Object],Diversity skills: working with diverse people and cultures,[object Object],Networking within the organization,[object Object],Networking outside the organization,[object Object],Working in teams; cooperation and commitment,[object Object]
Copyright © 2005 Prentice Hall, Inc. All rights reserved. ,[object Object],1–15,[object Object],Skills Needed at Different Management Levels,[object Object],Exhibit 1.5,[object Object]
Communication Skills,[object Object],Ability to transform ideas into words and actions,[object Object],Credibility among colleagues, peers, and subordinates,[object Object],Listening and asking questions,[object Object],Presentation skills; spoken format,[object Object],Presentation skills; written and/or graphic formats,[object Object]
Effectiveness Skills,[object Object],The ability to fulfill corporate mission, departmental objectives,[object Object],Customer focus,[object Object],Multitasking: working at multiple tasks in parallel,[object Object],Negotiating skills,[object Object],Project management,[object Object],Review operations and implementing improvements,[object Object],Set and maintain performance standards,[object Object],Set priorities for attention and activity,[object Object],Time management,[object Object]
Copyright © 2005 Prentice Hall, Inc. All rights reserved. ,[object Object],1–18,[object Object],Management Skills and Management Function Matrix,[object Object],Exhibit 1.7,[object Object]
Copyright © 2005 Prentice Hall, Inc. All rights reserved. ,[object Object],1–19,[object Object],Why Study Management?,[object Object],The Value of Studying Management,[object Object],The universality of management,[object Object],Good management is needed in all organizations.,[object Object],The reality of work,[object Object],Employees either manage or are managed.,[object Object],Rewards and challenges of being a manager,[object Object],Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work.,[object Object],Successful managers receive significant monetary rewards for their efforts.,[object Object]
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