The Management Task Management Process and Goal Attainment

The Management Task Management Process and Goal Attainment Bias for action Closeness to customer Autonomy and entrepreneurship Productivity through people Hands-on, value-driven orientation “Sticking to the knitting’’ Simple organizational form with lean staff Simultaneous loose-tight properties Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 -1

The Management Task Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 -2

The Management Task Management and Organizational Resources 1. Human 2. Monetary 3. Raw materials 4. Capital • Managerial Effectiveness • Managerial Efficiency Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 -3

The Management Task Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 -4

Managerial Effectiveness: Best use of resources. Best reach of goals and objectives. Managerial Efficiency: is the proportion of total organizational resources that contribute to productivity during the manufacturing process. Higher this proportion more efficient is the manager. If more resources are wasted during the production process more inefficient is the manager. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 -5

The Management Task Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 -6

Management Skill: The Key to Management Success Management Skill is the ability to carry out the process of reaching organizational goals by working with and through people and other organizational resources. Classical View: Robert L. Katz states that managers ability to perform is a result of their managerial skill. - Technical - Human - Conceptual skill are important according to Katz. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 -7

Management Careers Defining Management Skill: A Classic View n Technical Skills n Human Skills n Conceptual Skills Management Skill: A Contemporary View 1. Define major activities that managers typically perform 2. List skills needed to carry out these activities successfully n Major activities that modern managers typically perform: 1. Task-related activities(planning, organizing, controlling, . . ) 2. People-related activities(motivation, support, encouragement) 3. Change-related activities(mgmt efforts aimed at modifying org. Components, e. g monitoring external environment, prpose new strategies, encourage innovative thinking, take risks and promote nedded change) Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 -8

Management Skill: The Key to Management Success - Technical Skills: ability to apply specialized knowledge and expertise to work-related techniques and procedures e. g engineering, computer prog. , accounting - Human Skills: build cooperation within the team being led e. g attitudes, communication, group interest so working with people. - Conceptual skill: ability to see the organization as a whole and its relation with its environment. As management moves from lower level to upper level conceptual skills becomes more important and technical skills less important and HK equally important. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 -9

Management Skills: The Key To Management Success Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 -10

Management Skills: The Key To Management Success Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 -11

Management Skill: The Key to Management Success Applies to all types of organizations Varies from one type of organization to another l Theory of Characteristics Henri Fayol Positive physical and mental qualities Special knowledge related to operation B. C. Forbes Personal qualities Enthusiasm Earnestness of purpose Confidence Faith in their own worthiness Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 -12

Management Careers A Definition of Career Stages, Life Stages, and Performance • Exploration Stage • Establishment Stage • Maintenance Stage Career plateauing • Decline Stage Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 -13

Management Careers Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 -14

Management Careers Promoting Your Own Career Special Career Issues • Women Managers • Dual-Career Couples How Dual-Career Couples Cope Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 -15

Management Careers Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 -16

Any questions? Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 -17

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall