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HIT 210 L1 2015

INTRODUCTION TO MANAGEMENT

M Masunda HIT 210,2015 Harare Institute of


Technology

Texts
Lussier R.N.(2006), Fundamentals of

management: Concepts Applications and


skills development, Thomson Business and
Economics
Robbins S. P and Coulter M (2007)
Management 9th Edition,Prentice Hall , USA

M Masunda HIT 210,2015 Harare Institute of


Technology

Learning Objectives
Define Managers And Management.
Explain What Managers Do.
Describe The Competencies Used In

Managerial Work
Identify and explain the challenges of
modern day management

M Masunda HIT 210,2015 Harare Institute of


Technology

Definitions
Louis E Boone & David L Kurtz- The use of

people and other resources to accomplish


objectives.
Mary Parker Follet- the act of getting things
done through people.
Frederick Taylor defines Management as the
art of knowing what you want to do in the best
and cheapest way.

M Masunda HIT 210,2015 Harare Institute of


Technology

MANAGEMENT

Management

is
the
attainment
of
organizational goals in an effective and
efficient
manner
through
planning,
organizing, staffing, directing and controlling
organizational resources.

Resources are organizational assets


People Skills

Information
Raw materials

Knowledge
MachineryFinancial capital

M Masunda HIT 210,2015 Harare Institute of


Technology

Characteristics
Management is a distinct process.
Management is an organized activity
Management aims at the accomplishment of

predetermined objectives.
Management is both a science and an art.
Management is a group activity
Management principles are universal in nature
Management integrates human and other
resources.

M Masunda HIT 210,2015 Harare Institute of


Technology

- People responsible for


directing the efforts aimed
at helping organizations
achieve their goals.
- A person who plans,
organizes, directs and
controls the allocation of
human, material, financial,
and information resources
in pursuit of the
organizations goals.
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M Masunda HIT 210,2015 Harare Institute of


Technology

Examples of Management
SCHOOL
1.
2.
3.
4.

SCHOOL TIMETABLE
SPORTS DAY
SCHOOL TOUR
EQUIPMENT
REQUIRED
5. SUPERVISION OF
CLASSES
6. FINANCIAL BUDGET
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M Masunda HIT 210,2015 Harare Institute of


Technology

PERSONAL LIFE
1.
2.
3.
4.
5.

FINANCIAL BUDGET
TIME MANAGEMENT
SOCIAL LIFE
WORK SCHEDULE
HOME LIFE

Organizational Performance
Organizational Performance
A measure of how efficiently and effectively

managers are using organizational resources to


satisfy customers and achieve goals.
Efficiency
A measure of how well or productively resources

To do the things right!

are used to achieve a goal.


Effectiveness

A measure of the appropriateness of the goals

get the right


done!to
an organizationTo
is pursuing
and things
the degree
which they are achieved.

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M Masunda HIT 210,2015 Harare Institute of


Technology

Efficiency, Effectiveness, and Performance in an


Organization

110

M Masunda HIT 210,2015 Harare Institute of


Technology

Figure 1.1

Why Study Management?


The better you can work with people, the

more successful you will be in both your


personal and your professional lives.
Employers want to hire employees who

can participate in managing the firm.


Even nonmanagers (Individual
Contributors) are being trained
to
perform management functions.

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M Masunda HIT 210,2015 Harare Institute of


Technology

Why Study Management?


(contd)

112

M Masunda HIT 210,2015 Harare Institute of Technology

What Do Managers Do?

Management Functions (Different Scope at job


level)
Planning
Setting objectives and determining in
advance exactly (?) how the objectives will
be met.
Monitor for Change and Anticipate or React
PDCA Plan Do Check Act- Deming Cycle
Organizing
Delegating and coordinating tasks
and allocating resources to achieve
objectives.
Leading
Influencing employees to work
toward achieving objectives.
Setting an Example (Shadow of the Leader)
Controlling
Establishing and implementing mechanisms
to 210,2015
ensure Harare
that objectives
are achieved.
M Masunda HIT
Institute of

113

Technology

Four Functions of Management

114

M Masunda HIT 210,2015 Harare Institute of


Technology

Figure 1.2

115

M Masunda HIT 210,2015 Harare Institute of


Technology

Introductory Concepts: What Are


Managerial Competencies?

Competency a combination of knowledge,


skills, behaviors, and attitudes that contribute to
personal effectiveness
Managerial Competencies sets of knowledge,
skill, behaviors, and attitudes that a person
needs to be effective in a wide range of positions
and various types of organizations
16

M Masunda HIT 210,2015 Harare Institute of


Technology

Six Core Managerial Competencies:


What It Takes to Be a Great Manager
Communication Competency
Planning and Administration Competency
Teamwork Competency
Strategic Action Competency
Multicultural Competency
Self-Management Competency
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M Masunda HIT 210,2015 Harare Institute of


Technology

Communication Competency
Ability to effectively transfer and exchange information
that leads to understanding between yourself and others
Informal Communication
Used to build social networks and good
interpersonal relations

Formal Communication
Used to announce major events/decisions/
activities and keep individuals up to date
Negotiation
Used to settle disputes, obtain resources,
and exercise influence
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M Masunda HIT 210,2015 Harare Institute of


Technology

Deciding what tasks need to be done, determining


how they can be done, allocating resources to enable
them to be done, and then monitoring progress to
ensure that they are done
Information gathering, analysis, and problem solving
from employees and customers
Planning and organizing projects with agreed
upon completion dates
Time management
Budgeting and financial management
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M Masunda HIT 210,2015 Harare Institute of


Technology

Accomplishing tasks through small groups of


people who are collectively responsible and
whose job requires coordination
Designing teams properly involves
people participate in setting goals

having

Creating a supportive team environment gets


people committed to the teams goals
Managing team dynamics involves settling
conflicts, sharing team success, and assign tasks
that use team members strengths
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M Masunda HIT 210,2015 Harare Institute of


Technology

Strategic Action Competency


Understanding the overall mission and values of
the organization and ensuring that employees
actions match with them
Understanding how departments or divisions of
the organization are interrelated
Taking key strategic actions to position the firm
for success, especially in relation to concern of
stakeholders
Leapfrogging competitors
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M Masunda HIT 210,2015 Harare Institute of


Technology

Multicultural Competency
Understanding, appreciating and responding to
diverse political, cultural, and economic issues
across and within nations
Cultural knowledge and understanding of the
events in at least a few other cultures
Cultural openness and sensitivity to how others
think, act, and feel
Respectful of social etiquette variations
Accepting of language differences
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M Masunda HIT 210,2015 Harare Institute of


Technology

Self-Management Competency
Developing yourself and taking responsibility
Integrity and ethical conduct
Personal drive and resilience
Balancing work and life issues
Self-awareness and personal development
activities
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M Masunda HIT 210,2015 Harare Institute of


Technology

Self-Management Competency
Snapshot
My strengths and weaknesses havent
changed a lot in 51 years. The important
thing is to recognize the things you dont do
well and build a team that reflects what you
know the company needs.

Anne Mulcahy, CEO, Xerox


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M Masunda HIT 210,2015 Harare Institute of


Technology

New Workplace Issues and


Challenges Technology and Speed
Networking and
Boundaryless
Relationships

Globalization
and Diversity

Knowledge,
Learning,
Quality, and
Continuous
Improvement

Ethics and
Social
Responsibility

Participative
Management,
Empowerment,
and Teams
GENERATIONAL DIFFERENCES

125

Knowledge
Management
Change, Creativity, Innovation,
and Entrepreneurship

M Masunda HIT 210,2015 Harare Institute of Technology

New Workplace Issues and Challenges


(contd)
Knowledge, Learning, Quality, and

Continuous Improvement

Information is the foundation of knowledge

which, in turn, is the foundation of


competitive advantage. People (employees)
are the competitive advantage!
Knowledge workers
The learning organization

Knowledge Management
Involves everyone in an organization in

sharing knowledge and applying it to


continuously improve products and
processes.

126

M Masunda HIT 210,2015 Harare Institute of Technology

New Workplace Issues and Challenges


(contd)

Change, Creativity, Innovation, and

Entrepreneurship

Knowledge management requires that people

change in order to continually improve.


The speed of change in modern business has
increased because of globalization and
changes in technology. And other factors
listed.
Creativity is coming up with new ideas for
improvements, and innovation is
implementing those ideas.
Entrepreneurship is about generating
creative ideas and using them through
innovation.
127

M Masunda HIT 210,2015 Harare Institute of


Technology

New Workplace Issues and Challenges


(contd)

Participative Management, Empowerment,

and Teams

Empowering employees to share in

performing management functions by


working in teams.
Learning organizations manage knowledge
well by empowering teams to be creative
and innovative.
Ethics and Social Responsibility
Managerial integrity
SOX Compliance after Financial Scandals
Situational responses
e. g. Katrina
128

M Masunda HIT 210,2015 Harare Institute of


Technology

New Workplace Issues and Challenges


(contd)
Networking and Boundaryless Relationships
Electronic networks
Beware the informality of e-mail, miss-interpreted
messages and first impressions
Can be distracting/off task
Relationship networks
Virtual integration

QUESTION ARE ELECTRONIC TOOLS CHANGING THE QUALITY OF


RELATIONSHIPS? E-Mail, NetMeeting, Video Conferences?
129

M Masunda HIT 210,2015 Harare Institute of


Technology

New Workplace Issues and Challenges


(contd)
Technology and Speed
E-business: work done by using electronic

linkages (including the Internet) between


employees, partners, suppliers, and
customers.
E-commerce: business exchanges or
transactions that occur electronically.
Globalization and Diversity
Mergers are creating larger globalized firms.
Firms competing globally have to act locally.
Diversity is increasing as minorities grow and

markets globalize.
130

M Masunda HIT 210,2015 Harare Institute of


Technology

E-Commerce

131

M Masunda HIT 210,2015 Harare Institute of


Technology

Exhibit

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