1 Chapter Managers and Management Copyright 2013 Pearson

  • Slides: 25
Download presentation
1 Chapter Managers and Management Copyright © 2013 Pearson Education, Inc. publishing as Prentice

1 Chapter Managers and Management Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -1

Learning Outcomes Tell who managers are and where they work. Define management. Describe what

Learning Outcomes Tell who managers are and where they work. Define management. Describe what managers do. Explain why it’s important to study management. • Describe the factors that are reshaping and redefining management. • • Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -2

Managers & Management Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1

Managers & Management Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -3

Levels of Management Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1

Levels of Management Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -4

Management Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -5

Management Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -5

Efficiency and Effectiveness Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1

Efficiency and Effectiveness Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -6

What Managers Do Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1

What Managers Do Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -7

Management Functions Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -8

Management Functions Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -8

Mintzberg’s Managerial Roles Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1

Mintzberg’s Managerial Roles Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -9

Managers Influence Action Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1

Managers Influence Action Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -10

Skills Managers Need Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1

Skills Managers Need Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -11

Managers’ Jobs Differ Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1

Managers’ Jobs Differ Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -12

Organization Size and Location Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Organization Size and Location Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -13

Management Study Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -14

Management Study Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -14

Redefining Management Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -15

Redefining Management Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -15

Customer Service is Key Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Customer Service is Key Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -16

Innovation Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -17

Innovation Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -17

History of Management Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1

History of Management Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -18

Classical Approaches Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -19

Classical Approaches Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -19

General Administrative Theory Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1

General Administrative Theory Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -20

Behavioral Approaches Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -21

Behavioral Approaches Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -21

The Hawthorne Studies Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1

The Hawthorne Studies Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -22

Quantitative Approaches Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -23

Quantitative Approaches Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -23

Contemporary Approaches Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -24

Contemporary Approaches Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -24

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -25

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -25