Managers and Management Prentice Hall 2001 Chapter 1

Managers and Management ©Prentice Hall, 2001 Chapter 1 1

Learning Outcomes • Describe the difference between managers and operatives • Define the term management • Compare efficiency and effectiveness • Describe the four management processes • Discuss the three levels of managers ©Prentice Hall, 2001 Chapter 1 2

Learning Outcomes • Review the essential roles of management • Learn whether the manager’s job is generic • Analyze four skills of successful managers • Describe the value of studying management • Learn how humanities and social science courses are relevant to management ©Prentice Hall, 2001 Chapter 1 3

Common Characteristics of Organizations Goals Structure People B A ©Prentice Hall, 2001 Chapter 1 4

Supervise Others Top Managers Middle Managers First-Line Managers Operative Employees Work on Jobs The Levels of an Organization ©Prentice Hall, 2001 Chapter 1 5

How Do We Define Management? ©Prentice Hall, 2001 Ends Effectiveness Goals Low Waste High Attainment Chapter 1 Goal Attainment Resource Usage Means Efficiency 6

Planning Organizing The Process of Management Leading Controlling ©Prentice Hall, 2001 Chapter 1 7

The Roles of Management Decisional Informational The Mintzberg Studies ©Prentice Hall, 2001 Interpersonal Chapter 1 8

Is The Manager’s Job Universal? Level in the Organization ©Prentice Hall, 2001 Chapter 1 Profit Versus Non-Profit 9

The Roles That Managers Play Small Firms Spokesperson Importance Large Firms High Resource Allocator Entrepreneur Figurehead Leader Moderate Disseminator Low ©Prentice Hall, 2001 Chapter 1 Liaison, Monitor Disturbance Handler Negotiator Entrepreneur 10

Contemporary Management Issues Decision National Handling Making Borders Change Prentice Hall, 2001 Chapter 8 11

Conceptual Interpersonal General Management Skills Technical ©Prentice Hall, 2001 Political Chapter 1 12

Specific Management Skills • Handling conflicts • Motivating employees • Solving problems • Handling information • Growing and developing • Controlling the environment • Organizing and coordinating ©Prentice Hall, 2001 Chapter 1 13

Management Competencies Management Charter Initiative (MCI) • Initiate and implement change and improvement • Monitor, maintain, and improve delivery • Monitor and control the use of resources • Allocate resources effectively • Recruit and select personnel ©Prentice Hall, 2001 Chapter 1 14

Management Competencies Management Charter Initiative (MCI) • Develop teams, individuals, and self • Plan, allocate, and evaluate work • Create, maintain, and enhance relationships • Seek, evaluate, and organize information • Exchange business information ©Prentice Hall, 2001 Chapter 1 15

Management Issues The Importance of Management ©Prentice Hall, 2001 The Study of Management Chapter 1 16

Management and Other Disciplines • Anthropology • Economics • Philosophy • Psychology • Sociology • Political Science ©Prentice Hall, 2001 Chapter 1 17