09 09 2012 Management theory Late 1800 s founded Industrial revolution Test 1 Managers Conflct resolution many roled Use different theories Manager Environment Technology Politics Work Force 08 30 12 Management What is whats it benefits are Management Efficiently Productive use of material resources Effectively End result Positive Feedback Control system checkpoints to check progress Rewards of studying Management Understanding how to deal with organizations Understanding how to relate to your supervisors Understanding how to interact with others Manage yourself in the workplace Rewards of Practicing Management Self accomplishment Stretch your abilities and enhance lives of others Catalog of successful products or services What Managers Do 1 Planning 2 Organizing 3 Leading 4 Controlling Good entrepreneurial skills Creative Innovative Chapter 1 Management What you do and how you do it Seven Challenges to being a Star Manager 1 Managing for competitive advantage Staying ahead of rivals 2 Managing for diversity the future wont resemble the past 3 Managing for globalization the expanding management universe 4 Managing for information technology 5 Managing for ethical standards 6 Managing for your own happiness and life goals Chapter 2 Management Theory Productivity O I O Products Services I Labor raw materials Classical Viewpoint Emphasizes ways to manage work more efficiently 09 09 2012 Chapter 1 The Exceptional Manager Organization A group of people who work together to achieve some specific purpose Management The pursuit of organizational goals efficiently and effectively Integrating the work certain skills Planning leading and controlling the organizations resources Efficiency the means Use of people money raw materials wisely and cost effectively Effectiveness The ends Achieve results make right decisions and successfully carry them out to achieve organizations goals Multiplier effect Managers influence on the organization is multiplied far beyond the results achieved by one person Reason why organizations value managers Rewards of Studying Management Understanding how to deal with organizations from the outside Understand how to interact with your coworkers Understand how to relate to your supervisors Understand how to manage yourself in the workplace Rewards of Practicing Management Sense of accomplishment Stretch abilities and magnify range Build successful products or services Mac Effiel Tower Seven Challenges to being an Exceptional Manager 1 Competitive Advantage Ability of an organization to produce goods or services more effectively than competitors Responsive to customers 09 09 2012 Innovation Quality Efficiency 2 Diversity 3 Globalization 4 Information Technology Internet Ecommerce Buying selling of goods or services over computer network E Business Using internet to facilitate every aspect of a running business Implications o Far ranging e management and e communication Email Project management software Programs for planning and scheduling the people costs and resources to complete a project on time o Accelerated Decision Making Conflict and Stress Databases Computerized collections of interrelated files o Changes in organizational structure jobs goal setting and knowledge management Telecommute Work from home or remote locations Videoconferencing Using video audio links with computers to let people in different locations see hear and talk with one another Knowledge Management Implementing of systems and practices to increase the sharing of knowledge and information through an Collaborative computing Using state of the art computer software and hardware to help people work together organization 5 Ethical Standards 6 Sustainability Defined as economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs 7 Happiness and life goals 09 09 2012 Management Process What you as a manager do to get things done Four Management functions Planning Setting goals and deciding how to achieve them Organizing Defined as arranging tasks people and other resources to accomplish work Leading Motivating directing and otherwise influencing people to work Controlling Monitoring performance comparing it with goals and taking corrective action Pyramid Power Three levels of management Top Managers Make long term decisions about the overall direction of the organization and establish the objectives policies and strategies for it Middle Managers Implement the policies and plans of the top managers above them and supervise and coordinate activities of the first line managers Make short term operating decisions directing daily tasks of non managerial personnel Functional Managers Responsible for just ne organizational activity General Managers Responsible for several organizational activities Non Profit organizations Managers in non profit organizations are called Administrators Commonwealth organization type of non profit that offers services to all clients within First Line Managers Areas of Management Types of organizations For Profit Organizations jurisdiction Mutual Benefit organization 09 09 2012 Voluntary members that join together to advance their interests Henry Mintzberg followed five chief executives in the 1960 s Mintzberg Useful Findings A manager relies more on verbal than written information A manager works long hours at an intense pace A manager work is characterized by fragmentation brevity and variety Managerial Roles Interpersonal roles develop alliances Informational Roles Figurehead show visitors around company attend birthday parties symbolic tasks Leadership Responsible for the actions of subordinates Liaison Act like a politician working with people outside your unit and organization to Monitor Alert to useful information mostly about competitors Disseminator Communication with employees Spokesperson Face of the company be a diplomat Decisional Roles Disturbance handler Fix the problems Resource allocator Set the priorities for use of the resources Negotiator Negotiate with people inside and out of the organization Entrepreneurship Defined Entrepreneurship process of taking risks to try to create a new enterprise Entrepreneur Someone who sees a new opportunity for a product or service and launches a business to try to realize it Intrapreneur Someone who works inside an existing organization who sees an opportunity for a new product or service and mobilizes the organizations resources to try and
View Full Document
Unlocking...