Beruflich Dokumente
Kultur Dokumente
Coulter
Chapter 1 - Introduction to Management and Organizations
11
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
What Is Management?
Define management. Explain why efficiency and effectiveness are important to management.
12
L E A R N I N G O U T L I N E (contd)
Follow this Learning Outline as you read and study this chapter.
13
L E A R N I N G O U T L I N E (contd)
Follow this Learning Outline as you read and study this chapter.
What Is An Organization?
Describe the characteristics of an organization.
Explain how the concept of an organization is changing.
14
15
Top Managers
Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. Essentially report to the board of directors and stockholders for a firms overall effectiveness and performance (CEOs/COOs/Presidents etc.)
16
What Is Management? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
Managerial Concerns Efficiency Doing things right Getting the most output for the least inputs Effectiveness Doing the right things Attaining organizational goals
2007 Prentice Hall, Inc. All rights reserved. 17
18
Functional Approach
1. Planning
Defining goals, establishing strategies to achieve goals, loping developing plans to integrate and coordinate activities.
2. Organizing
Arranging and structuring work to accomplish organizational goals. Fitting the organizations resources and activities into a coherent structure
Efforts aimed at attracting, recruiting, training, developing, retaining and working with and through people to accomplish organizational goals. Monitoring, comparing, and correcting work.
19
4. Controlling
Exhibit 13
Management Functions
Properly coordinated the execution of these functions lead to achieving the organizations stated purposes Controlling Monitoring actual activities Leading/Directing Attracting and recruiting Measuring performance
Planning
Defining goals
Est. strategy Dev plans to Organizing coordinate activities Determining what needs to be done How it will be done
2007 Prentice Hall, Inc. All rights reserved.
Developing and maintaining Continue current activities an effective workforce or adjusting for Motivating correction Leading Any other actions involved in dealing with people
110
Who will do it
111
Figurehead, leader, liaison Monitor, disseminator, spokesperson Disturbance handler, resource allocator, negotiator, entrepreneur
112
Interaction
with others with the organization with the external context of the organization
Reflection
thoughtful thinking
Action
practical doing
113
Knowledge and proficiency in a specific field The ability to work well with other people The ability to think and conceptualize about abstract and complex situations concerning the organization
Human skills
Conceptual skills
114
Exhibit 15 Skills Needed at Different Management Levels As a managers job is varied and complex they need a mix of skills to cope. One approach stresses the following 3 skills
115
116
117
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
118
Managing customer relationships is the responsibility of all managers and employees. h Consistent high quality customer service is essential for t survival.
Managers should encourage employees to be aware of and cact on opportunities for innovation.
119
What Is An Organization?
An Organization Defined
A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone).
120
Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewards for their efforts.
121
Terms to Know
manager first-line managers middle managers top managers management efficiency effectiveness planning organizing leading controlling management roles interpersonal roles informational roles decisional roles technical skills human skills conceptual skills organization universality of management
122