BUSINESS MANAGEMENT - PowerPoint PPT Presentation

Loading...

PPT – BUSINESS MANAGEMENT PowerPoint presentation | free to download - id: 77102f-NDc0Z



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

BUSINESS MANAGEMENT

Description:

introduction to management chapter 1 business management real world applications & connections – PowerPoint PPT presentation

Number of Views:53
Avg rating:3.0/5.0
Slides: 24
Provided by: HRSB0
Learn more at: http://hrsbstaff.ednet.ns.ca
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: BUSINESS MANAGEMENT


1
INTRODUCTION TO MANAGEMENT
  • CHAPTER 1
  • BUSINESS MANAGEMENT
  • REAL WORLD APPLICATIONS
  • CONNECTIONS

2
LEARNING OBJECTIVES
  • Discuss changes taking place in the business
    world today.
  • Define management and the management process.
  • Understand the three levels of management.
  • Explain the three types of management skills.
  • Explain the importance of management.
  • Define entrepreneurship.
  • Understand the term glass ceiling and how it
    applies to the role of women and minorities in
    management.
  • Define a principle.

3
THE IMPORTANCE OF BUSINESS MANAGEMENT
  • Business today operate in a world of constant
    change
  • Technology and society are changing more rapidly
    than ever before
  • Concern for the environment has forced companies
    to think about how their actions affect the
    quality of the air, land, and water

4
THE IMPORTANCE OF BUSINESS MANAGEMENT Cont
  • Competition is fiercer than ever before because
    companies from all over the world now try to sell
    their products and services to the same
    customers.
  • Workplaces have become increasingly diverse as
    minorities, women, and new immigrants participate
    in growing numbers.
  • All these changes have created new challenges for
    managersthe people who manage businesses.

5
WHAT IS MANAGEMENT?
  • Management is the process of deciding how best to
    use a businesss resources to produce goods or
    provide services. A businesss resources include
    its
  • Employees
  • Money (capital)
  • Equipment
  • All organizations, from one person businesses to
    giant corporations, need managers.

6
SENIOR MANAGEMENT
  • The highest level of managementtop level
  • First, it establishes the goals or objectives of
    the business
  • Second, it decides what actions are necessary to
    meet those goals
  • Finally, it decides how to use the companys
    resources.
  • This level of management usually includes the
    chairperson of the board of directors, the CEO,
    COO, and the companys senior vice presidents.

7
OTHER TYPES OF MANAGEMENT
  • Middle management is responsible for achieving
    the goals set by senior management. Middle
    management includes the following
  • Company department heads
  • District sales managers
  • Supervisory management is responsible for the
    people who physically produce the companys
    products or provide its services. They include
  • Forepersons (floor supervisors)
  • Crew leaders
  • Store managers

8
ORGANIZATION
  • The term organization refers to an entity that
    has a distinct purpose, has people or members,
    and has a systematic structure.
  • An organization is a systematic arrangement of
    people brought together to accomplish some
    specific purpose.
  • Purpose
  • People
  • Systematic Structure

9
MANAGEMENT TASKS
  • Managers in all organizationsfrom small
    businesses to large corporationsengage in some
    basic activities. These activities can be
    divided into four main categories.
  • 1. Planninga manager decides on company goals
    (objectives) and the actions the company must
    take to meet them. This is the job of the CEO.
  • 2. Leadinga manager provides the guidance
    employees (people) need to perform their tasks.
    This helps to ensure that company goals are met.
  • 3. Organizinga manager groups related activities
    (tasks) together and assigns employees to perform
    them.
  • 4. Controllinga manager measures how the
    business performs to ensure that financial goals
    are being met. (performance)

10
Definitions of Management Roles
  • Interpersonal Roles (managers relationships with
    people)
  • Figurehead Manager serves as official
    representative of the organization of unit.
  • Relationship Builder Manager interacts with
    peers and with people outside the organization to
    gain information.
  • Leader Manager guides and motivates staff and
    acts as positive influence in the workplace.

11
Information-Related Roles
  • Monitor Manager receives and collects
    information.
  • Communicator Manager distributes information
    within the organization.
  • Spokesperson Manager distributes information
    outside the organization.

12
Decision-Making Roles
  • Entrepreneur Manager initiates change.
  • Disturbance Handler Manager decides how
    conflicts between subordinates should be resolved
    and steps in when a subordinate suddenly leaves
    or an important customer is lost.
  • Resource Director Manager decides how the
    organization will use its resources.
  • Negotiator Manager decides to negotiate major
    contracts with other organizations or individuals.

13
Management Skills
  • Conceptual Skills
  • The skills that help managers understand how
    different parts of a business relate to one
    another and to the business as a whole. Decision
    making, planning, and organizing are managerial
    activities that require conceptual skills.

14
Human Relations Skills
  • INTERPERSONAL SKILLS
  • The skills managers need to understand and work
    well with people. Interviewing job applicants,
    forming partnerships with other businesses, and
    resolving conflicts all require good human
    relations skills.

15
Technical Skills
  • The specific abilities that people use to perform
    their jobs, such as operating a word processing
    program, designing a brochure, using Simply
    Accounting, and training people to use a new
    budgeting system are all technical skills.

16
Political Skills
  • Having the right connections at the various
    levels of government or with businesses within a
    community not considered a good business
    practice, but helps anyway. In business, as in
    life, Its not about what you know its who you
    know. It helps to have friends in high places
    or with the right connections. i.e., rich people
    hang out or socialize with other rich people.

17
Principles of Management
  • A Principle is a basic truth or law
  • Management principles are more likely to change
    than physical principles
  • They are more likely to be interpreted
    differently by different people.
  • Management principles are best viewed as guides
    to action rather than rigid laws.
  • Being able to change and adapt during times of
    uncertainty is an important management skill.
  • A dress code is an example of a mgmt. principle

18
Women Minorities in Management in the Past
  • In the past managers of most large and
    medium-sized US businesses were almost
    exclusively white males.
  • In the 1950s and 1960s women in the workforce
    provided mostly service roles, such as
    secretaries, teachers, sales clerks, waitresses,
    etc.
  • Many minority workers, especially those with
    little education, were confined to menial jobs
    such as custodial work and manual labor

19
Women Minorities Today
  • Women and minorities now serve as CEOs of some of
    the most prestigious businesses including Avon,
    eBay, and Lucent.
  • In 1999, Hewlett-Packard was the first of the 30
    largest US companies to appoint a woman as
    CEOCarleton Fiorina
  • In 2000 women held 44 of the managerial
    positions in the field of public administration
  • In 2002 women had made up 25 of the Senior
    Executive Service, the federal governments
    highest- ranking managers.

20
Entrepreneur
  • Entrepreneurs are people who launch and run their
    own businesses. When they start out, they must
    perform many of the basic management functions
    that professional managers perform. As their
    companies grow, they sometimes hire professional
    managers.
  • Professional managers are paid to perform
    management functions within a company they do
    not own the business.

21
Entrepreneurs
  • Without entrepreneurs, there would be no new
    businesses and fewer exciting developments, or
    innovations in business and industry.
  • Being an entrepreneur is much riskier than being
    a professional manager.
  • Entrepreneurs tend to be more independent than
    managers.
  • Entrepreneurs tend to have less formal education.
  • Some entrepreneurs jump from job to job before
    starting their own businesses.

22
Entrepreneurs, contd.
  • Start with an idea for creating or modifying a
    product or service that they believe in.
  • Like the idea of making decisions and being their
    own bosses.
  • They often find tremendous satisfaction in their
    work, and their financial rewards can be great.
  • They work long hours and make decisions about
    every aspect of the business.
  • They invest money in their businesses and risk
    losing all of it.

23
Entrepreneurs
  • Entrepreneurs own their businesses, but they can
    choose among different types of ownership.
  • Sole proprietorship Own and run a business
    single-handedly.
  • Partnership One or more partners may supply the
    money while another runs the business or two or
    more people may run a business together.
  • Corporation Formed to avoid being held
    personally responsible.
  • Franchise some entrepreneurs choose to own
    franchises.
About PowerShow.com