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Chapter 1: Introduction to

Management &
Organizations
Who are Managers?
Successful managers need to possess
leadership skills, the ability to build teams, to
motivate and keep employees engaged, and
to manage the interface with customers
A manager is someone who coordinates and
oversees the work of other people so that
organizational goals can be accomplished.
A managers job is not personal
achievement, its about helping others do
their work.
Who are Managers?
Found in all organizations profit/non-profit, govt., private,
big and small
Top level / Front line
Men / Women
Globalization has provided opportunities for educated
middleclass women to excel in their fields
Managers have challenging jobs
Managers have become very important in todays
uncertain, complex and chaotic times
Single most important variable affecting employee
productivity is their relationship with their managers.
Increases company profitability
Trend towards multi-skilled jobs to improve efficiency
Who are managers?
Managers: Someone who coordinates
and oversees the work of other
people so that organizational goals
can be accomplished.
Managers job is not about personal
achievement, - its about helping
others do their work
Levels of Management
Top
man
ager
s
(MD,
COO
,
MiddleCEO
Managers
Presi
(Project leader, store
dent
manager, regional
)
manager)

First-Line Managers
(Supervisors)

Non managerial employees


(involved in producing the products)
Some organizations are more loosely
configured with work being done by
ever changing teams of employees
who move from one project to
another.
What is management?
Management involves coordinating and overseeing the
work activities of others so that their activities are
completely efficiently and effectively.
Effectiven
Efficiency
ess
(Doing things
right) (Doing the
right things)
Completing
Most output activities so
from the least that
amount of organizational
inputs goals are
attained

Resource High goal


usage attainment

Low waste
Management Functions
Management performs 4 functions:

Defining Determini Motivating Monitoring


PLANNING

ORGANIZING

LEADING

CONTROLLING
goals, ng what , leading activities to
establishin needs to and any ensure that
g strategy, be done, other they are
developing how it will actions accomplish
plans to be done involved in ed as
coordinate and who dealing planned
activities will do it with
people
Leads to

Achieving the
organizations stated
purposes
Mintzbergs Management
Roles
Behaviors expected of a manager:
1. Interpersonal Roles: Ones that involve
people (subordinates and people outside the
organization) and other duties that are
symbolic in nature. Figureheads, Liaison, Leader.
2. Informational Roles: Involves collecting,
receiving and disseminating information.
Monitor, disseminator, Spokesperson.
3. Decisional Roles: Involves making decisions
or choices. Entrepreneur, Disturbance Handler,
Resource Allocator, Negotiator.
Which approach is better?
Functions approach seems to be the
best way to describe a managers job
as it provides a clear and discrete
method of classifying the thousands
of activities that managers carry out.
Mintzbergs roles approach however
does offer an important insight.
Management Skills
Skills needed at different managerial
levels:
Conceptua
Top l Skills Human
Managers (seeing Skills Technical
organizatio (ability to Skills
Middle n as a work well (job specific
Managers
whole and with other knowledge
how org fits people, and
Lower in a broader individuals techniques)
level
Managers
environmen and groups)
t)
Changes affecting a
managers job
People are not being paid for how much time
they spend working, rather, they are being paid
for the quality and quantity of output they
produce.
1. Changing Technology
2. Changing security threats (global economic and
political uncertainties)
3. Increased emphasis on organizational and
managerial ethics
4. Increased competitiveness (customer service,
innovation, globalization, efficiency)
Important changes:
Customer Service and Innovation
Delivering consistently high quality
service is essential for survival and
success in todays competitive
environment.
Service industry is gaining importance all
around the globe.
Innovation means doing things differently,
exploring new territory, taking risks.
Differentiating factors.
What is an Organization?
Deliberate arrangement of people to
accomplish some specific purpose. 3
common characteristics that all
organizations have are:
An organization is
composed of people
who perform work
to achieve its goals People

Deliberat
Distinct
All organizations e Expressed
Purpose
develop a structure Structure through goals
to complete work that an
efficiently and organization
effectively hopes to
Why study management?
1. Universality of Management: Well
managed organizations develop a loyal
customer base, grow and prosper. By studying
management youll be able to recognize poor
management and get it corrected.
2. Reality of Work
3. Rewards & Challenges Rewards:
Coach, support and nurture
Challenges: others
Clerical work Help them succeed & make good
Different personalities decisions
Limited resources Creativity
Success depends on others Recognition & status
Compensation in form of salaries,
bonuses

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