Introduction to Management - PowerPoint PPT Presentation

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Introduction to Management

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Title: Introduction to Management


1
Introduction To Management(Certificate)
2
Introduction To Management
  1. Who are Managers, and Where Do They Work?
  2. What is Management, and What Do Managers Do?

3
Who are Managers, and Where Do They Work?
  • Organization
  • Systematic arrangement of people brought together
    to accomplish some specific purpose
  • Every organization has a Purpose and is made up
    of People who are Grouped in some fashion
  • The distinct purpose of an organization is
    typically expressed in terms of a goal or set of
    goals

4
Who are Managers, and Where Do They Work?
  • How Are Managers Different from Operative
    Employees?
  • What Titles do Managers Have in Organizations ?

5
How Are Managers Different from Operative
Employees?
  • Operatives
  • People who work directly on a job or task and
    have no responsibility for overseeing the work of
    others
  • Managers
  • Individuals in an organization who direct the
    activities of others

6
What Titles do Managers Have in Organizations ?
  • First-Line Managers
  • Middle Managers
  • Top Managers

7
What Titles do Managers Have in Organizations ?
  • First-Line Managers
  • Supervisors responsible for directing the
    day-to-day activities of operative employees
  • Eg supervisor, line manager, section chief, and
    office manager

8
What Titles do Managers Have in Organizations ?
  • Middle Managers
  • Individuals at levels of management between the
    first-line mangers and top management
  • Eg department head, division head, manger of
    quality control, and director of the research lab

9
What Titles do Managers Have in Organizations ?
  • Top Managers
  • Individuals who are responsible for making
    decisions about the direction of the organization
    and establishing polices that affect all
    organizational member
  • Eg president, chairperson, executive director,
    chief executive officer (CEO), and executive
    vice-president

10
What is Management, and What Do Managers Do?
  1. How Do We Define Management?
  2. What Are The Management Processes?
  3. What Are Management Roles?
  4. What Skills And Competencies Do Successful
    Managers Possess?

11
How Do We Define Management?
  • Define Management
  • The process of getting things done, effectively
    and efficiently, through and with other people
  • Efficiency
  • Means doing the thing correctly, refers to the
    relationship between inputs and outputs. Seeks to
    minimize resource costs
  • Effectiveness
  • Means doing the right thing, goal attainment

12
How Do We Define Management?
Means Efficiency
Ends Effectiveness
RESOUCE USAGE
GOAL ATTENTMENT
GOALS
High Attainment
Low Waste
13
What Are The Management Processes?
  • Planning
  • Organizing
  • Leading
  • Controlling

14
What Are The Management Processes?
  • Planning
  • Includes defining goals, establishing strategy,
    and developing plans to coordinate activities
  • Organizing
  • Includes determining what tasks are to be done,
    who is to do them, how the tasks are to be
    grouped, who reports to whom, and where decisions
    are to be made

15
What Are The Management Processes?
  • Leading
  • Includes motivating employees, directing the
    activities of others, selecting the most
    effective communication channel, and resolving
    conflicts
  • Controlling
  • The process of monitoring performance, comparing
    it with goals, and correcting any significant
    deviations

16
What Are Management Roles?
  • Management Roles
  • Specific categories of managerial behavior, often
    grouped under Three Primary Headings
  • Interpersonal Relationships
  • Transfer of Information
  • Decision Making

17
The Management Roles
  • Interpersonal Relationships
  • Include a managers relationships with people
  • Providing leadership within the company or
    interacting with others outside the organization

18
The Management Roles
  • Transfer of Information
  • Requires a manager to provide knowledge, news, or
    advice to employees
  • Holding meetings or finding other ways of letting
    employees know about important business activities

19
The Management Roles
  • Decision Making
  • Making changes in policies, resolving conflicts,
    or deciding how best to use resources

20
The Management Roles
Category Role Activity
Informational Monitor Seek and received information, scan periodicals and reports, maintain personal contacts
Disseminator Forward information to other organization members, send memos and reports, make phone call
Spokesperson Transmit information to outsiders through speeches, reports, memos
21
The Management Roles
Category Role Activity
Interpersonal Figurehead Perform ceremonial and symbolic duties such as greeting visitors, signing legal documents
Leader Direct and motivate subordinates, train, counsel, and communicate with subordinates
Liaison Maintain information links both inside and outside organization, use e-mail, phone calls, meetings
22
The Management Roles
Category Role Activity
Decisional Entrepreneur Initiate improvement projects, identify new ideas, delegate idea responsibility to other
Disturbance Handler Take corrective action during disputes or crises, resolve conflicts among subordinates, adapt to environmental crises
23
The Management Roles
Category Role Activity
Decisional Resource Allocator Decide who gets resources, schedule, budget, set priorities
Negotiator Represent department during negotiation of union contracts, sales, purchases, budgets, represent department interests
24
What Skills And Competencies Do Successful
Managers Possess?
  • General Skills
  • Conceptual Skills
  • Interpersonal Skills
  • Technical Skills
  • Political Skills
  • Specific Skills
  • Management Competencies

25
General Skills
  • Conceptual Skills
  • A managers mental ability to coordinate all of
    the organizations interests and activities
  • Interpersonal Skills
  • A managers ability to work with, understand,
    mentor, and motivate others, both individually
    and in groups

26
General Skills
  • Technical Skills
  • A managers ability to use the tools, procedures,
    and techniques of a specialized field
  • Political Skills
  • A managers ability to build a power base and
    establish the right connections

27
Specific Skills
  • Controlling the organizations environment and
    its resources
  • Organizing and coordinating
  • Handling information
  • Providing for grown and development
  • Motivating employees and handling conflicts
  • Strategic problem solving

28
Management Competencies
  • A cluster of related knowledge, skills, and
    attitudes related to effective managerial
    performance

29
REVIEW QUESTIONS ?
  1. What is an organization ? Why are managers
    important to an organizations success?
  2. What Four common activities comprise the process
    approach to management ? Briefly describe each of
    them.
  3. What are the Four general skills and the Six
    specific skills that affect managerial
    effectiveness?
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