Managers and Managing

Transcription

1 Topic 1 Managers and Managing Prof. James J. Barkocy Bus100

2 1 2

3 Is This Your Manager? 1 3

4 Characteristics of Organizations A deliberate collection of people who work together and coordinate their actions to achieve a wide variety of goals 1 4

5 Types of Business Organizations Sole Proprietorships Partnerships Corporations Hybrids 1 5

6 What is Management? Management The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently Managers The people responsible for supervising the use of an organization s resources to meet its goals 1 6

7 Efficiency and Effectiveness in Management Efficiency (Means) Resource Usage (Doing things right) Effectiveness (Ends) Goal Attainment (Doing the right things) Low Waste High Attainment Management Strives For: Low Resource Waste (high efficiency) High Goal Attainment (high effectiveness) Prentice Hall,

8 Why Study Management? Managers decide how to allocate society s valuable resources The reality of work: you will either manage or be managed You should understand how organizations are managed The universality of management 1 8

9 Rewards and Challenges of Being A Manager 1 9

10 Universal Need for Management 1 10

11 Why Study Management? Managers decide how to allocate society s valuable resources The reality of work: you will either manage or be managed You should understand how organizations are managed The universality of management It is a required course 1 11

12 Management Functions 1 12

13 Mintzberg s Managerial Roles Interpersonal Decisional Informational 1 13

14 Decisional Roles Roles associated with methods managers use in planning strategy and utilizing resources. Entrepreneur deciding which new projects or programs to initiate and to invest resources in. Disturbance handler managing an unexpected event or crisis. Resource allocator assigning resources between functions and divisions, setting the budgets of lower managers. Negotiator reaching agreements between other managers, unions, customers, or shareholders. 1 14

15 Interpersonal Roles Roles that managers assume to provide direction and supervision to both employees and the organization as a whole. Figurehead symbolizing the organization s mission and what it is seeking to achieve. Leader training, counseling, and mentoring high employee performance. Liaison linking and coordinating the activities of people and groups both inside and outside the organization. 1 15

16 Informational Roles Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization. Monitor analyzing information from both the internal and external environment. Disseminator transmitting information to influence the attitudes and behavior of employees. Spokesperson using information to positively influence the way people in and out of the organization respond to it. 1 16

17 Managerial Levels Top Managers (Outside Focus) CEO COO CFO Vice President Corporate Head Middle Managers (Company Focus) General Manager Plant Manager Regional Manager Divisional Manager Top Managers Middle Managers First-Line Managers Non-managers Team Leaders First Line Managers (Product Focus) Office Manager Shift Supervisor Department Manager 1 17

18 Amount of Time Managers Spend on Functions 1 18

19 Skills That Managers Need Top Mangers Middle Mangers First-line Managers Conceptual Human Technical 1 19

20 Managing in a Changing World Restructuring Outsourcing Empowerment Security Concerns 1 20

21 Challenges for Management Today Building a Competitive Advantage Maintaining Ethical and Socially Responsible Standards Managing a Diverse Workforce Utilizing IT and E-Commerce Practicing Global Crisis Management 1 21

22 Top Mistakes That Managers Make INSENSITIVITY TO OTHERS: ABRASIVE, INTIMIDATING, BULLYING STYLE COLD, ALOOF, ARROGANT BETRAYAL OF TRUST OVERLY AMBITIOUS UNABLE TO DELEGATE 1 22

23 Why Companies Fail Softened by Success See No Evil Fearing the Boss More Than The Competition Listening to Wall St. More Than To Employees Strategy Du Jour 1 23