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Management and
Organizations
Learning Objectives
2
Learning Objectives
3
What is Management?
4
Managerial Challenges
Managing
Change
Managing
Strategically
5
Managerial Challenges: Managing Change
Managing change:
Is the most persistent,
pervasive and powerful
challenge for managers
Requires managers to gain
employee acceptance
Two causes of change:
Technology
Globalization
6
Managerial Challenges: Managing
Resources
7
Managerial Challenges: Managing
Strategically
Managers must:
Develop strategies to
achieve the
organization’s goals
Implement the strategies
effectively by managing
human resources
8
Managerial Challenges: Managing
Entrepreneurially
Managing
entrepreneurially
involves:
Searching for new
opportunities
Identifying new ideas
for new markets
Emphasizing actions to
take advantage of
uncertainty
9
Historical Approaches to Management
10
What Managers Do
11
Managerial Functions
Planning
Controlling
Organizing
Managing
Directing
Adapted from Exhibit 1.1
12
Planning
Planning involves:
Estimating future conditions
and circumstances
Making decisions based on
these estimations about
what work is to be done:
- By the manager
- By all of those for whom
she or he is responsible
13
Organizing
14
Directing
15
Controlling
16
Managerial Roles
Interpersonal
Roles Figurehead Leader Liaison
Informational
Roles Monitor Disseminator Spokesperson
20
Managerial Job Dimensions
21
Managerial Job Dimensions
Discretionary behavior
Demands How work is to be done
How much work is to be
done
Constraints Who will do the work
What initiatives will be
undertaken from almost
Choices infinite possibilities
22
Two Managerial Jobs
Job A: Job B:
Project Team Manager Fast Foods Restaurant
Manager
Demands Develop new product with Maintain attractive appearance
strong market appeal of restaurant
Hold formal weekly progress Keep employee costs as low as
meeting with boss possible
Frequent travel to other Meet standards for speed of
company sites service
Job A: Job B:
Project Team Manager Fast Foods Restaurant
Manager
Constraints 12 month deadline for product Most employees have limited
development formal education
Project budget limit of $1 Few monetary incentives to
million reward outstanding
No choice in selecting team performance
members Federal and state health and
safety regulations
Job A: Job B:
Project Team Manager Fast Foods Restaurant
Manager
Choices The organizational structure of Selection of employee to
the project team promote to supervisor
Sequencing of project tasks Scheduling of shifts and
Budget allocation assignments
Local advertising promotions
TECHNICAL SKILLS
Specialized knowledge
(Including when and how to use the skills)
INTERPERSONAL SKILLS
CONCEPTUAL SKILLS
Technical skills
Conceptual skills
Low
Entry-Level Mid-Level Top-Level
Managers Managers Managers
Potential leaders share Those who don’t quite Those who succeed:
traits early on: make it:
Potential leaders share Those who don’t quite Those who succeed:
traits early on: make it:
Have a few flaws Cover up problems while Make a few mistakes, but
trying to fix them. If the when they do, they admit
problem can’t be hidden, to them and handle them
they tend to go on the with poise and grace.
defensive and even
blame someone else for
it.
Potential leaders share Those who don’t quite Those who succeed:
traits early on: make it:
Good people skills May be viewed as Can get along well with
charming but political or different types of people,
direct but tactless, cold, are outspoken without
and arrogant. People being offensive, are
don’t like to work with viewed as direct and
them diplomatic.