1、PowerPoint Presentation by Charlie Cook Copyright 2004 Prentice Hall, Inc. All rights reserved.,Chapter 1,Managers and Management,Copyright 2004 Prentice Hall, Inc. All rights reserved.,12,L E A R N I N G O U T C O M E S After reading this chapter, I will be able to:,Describe the difference between
2、managers and operative employees. Explain what is meant by the term management. Differentiate between efficiency and effectiveness. Describe the four primary processes of management. Classify the three levels of managers and identify the primary responsibility of each group.,Copyright 2004 Prentice
3、Hall, Inc. All rights reserved.,13,L E A R N I N G O U T C O M E S (contd) After reading this chapter, I will be able to:,Summarize the essential roles performed by managers. Discuss whether the managers job is generic. Describe the four general skills necessary for becoming a successful manager. De
4、scribe the value of studying management. Identify the relevance of popular humanities and social science courses to management practices.,Copyright 2004 Prentice Hall, Inc. All rights reserved.,14,Organizations,Organization A systematic arrangement of people brought together to accomplish some speci
5、fic purpose; applies to all organizationsfor-profit as well as not-for-profit organizations. Where managers work (manage) Common characteristics Goals Structure People,Copyright 2004 Prentice Hall, Inc. All rights reserved.,15,Common Characteristics of Organizations,EXHIBIT 1.1,Copyright 2004 Prenti
6、ce Hall, Inc. All rights reserved.,16,People Differences,Operatives People who work directly on a job or task and have no responsibility for overseeing the work of others Managers Individuals in an organization who direct the activities of others,Copyright 2004 Prentice Hall, Inc. All rights reserve
7、d.,17,Organizational Levels,EXHIBIT 1.2,Copyright 2004 Prentice Hall, Inc. All rights reserved.,18,Identifying Managers,First-line managers Supervisors responsible for directing the day-to-day activities of operative employees Middle managers Individuals at levels of management between the first-lin
8、e manager and top management Top managers Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members,Copyright 2004 Prentice Hall, Inc. All rights reserved.,19,Management Defined,Management The process
9、 of getting things done, effectively and efficiently, through and with other people Efficiency Means doing the thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs Effectiveness Means doing the right things; goal attainment,Copyright 2004 Prentice
10、Hall, Inc. All rights reserved.,110,Efficiency and Effectiveness,EXHIBIT 1.3,Copyright 2004 Prentice Hall, Inc. All rights reserved.,111,Management Process Activities,EXHIBIT 1.4,Management process: planning, organizing, leading, and controlling,Copyright 2004 Prentice Hall, Inc. All rights reserved
11、.,112,Management Process,Planning Includes defining goals, establishing strategy, and developing plans to coordinate activities Organizing Includes determining what tasks to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made,Copyright
12、 2004 Prentice Hall, Inc. All rights reserved.,113,Management Process,Leading Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts Controlling The process of monitoring performance, comparing it with goals, and
13、 correcting any significant deviations,Copyright 2004 Prentice Hall, Inc. All rights reserved.,114,Mintzbergs Managerial Roles,Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson,Decisional Entrepreneur Disturbance hander Resource allocator Negotiator,EXHIBIT 1.5,
14、Source: Adapted from The Nature of Managerial Work (paperback) by H. Mintzberg, Table 2, pp.9293. Copyright 1973 Addison Wesley Longman. Reprinted by permission of Addison Wesley Longman.,Copyright 2004 Prentice Hall, Inc. All rights reserved.,115,Is The Managers Job Universal?,Level in the organiza
15、tion Do managers manage differently based on where they are in the organization? Profit versus not-for-profit Is managing in a commercial enterprise different than managing in a non-commercial organization? Size of organization Does the size of an organization affect how managers function in the org
16、anization? Management concepts and national borders Is management the same in all economic, cultural, social and political systems?,Copyright 2004 Prentice Hall, Inc. All rights reserved.,116,Distribution of Time per Activity by Organizational Level,EXHIBIT 1.6,Source: Adapted from T. A. Mahoney, T.
17、 H. Jerdee, and S. J. Carroll, “The Job(s) of Management,” Industrial Relations 4, No.2 (1965), p.103.,Copyright 2004 Prentice Hall, Inc. All rights reserved.,117,Importance of Managerial Roles in Small and Large Businesses,EXHIBIT 1.7,Source: Adapted from J. G. P. Paolillo, “The Managers Self Asses
18、sments of Managerial Roles: Small vs. Large Firms,” American Journals of Small Business, JanuaryMarch 1984, pp.6162.,Copyright 2004 Prentice Hall, Inc. All rights reserved.,118,General Skills for Managers,Conceptual skills A managers mental ability to coordinate all of the organizations interests an
19、d activities Interpersonal skills A managers ability to work with, understand, mentor, and motivate others, both individually and in groups Technical skills A managers ability to use the tools, procedures, and techniques of a specialized field Political skills A managers ability to build a power bas
20、e and establish the right connections,Copyright 2004 Prentice Hall, Inc. All rights reserved.,119,Specific Skills for Managers,Behaviors related to a managers effectiveness: Controlling the organizations environment and its resources. Organizing and coordinating. Handling information. Providing for
21、growth and development. Motivating employees and handling conflicts. Strategic problem solving.,Copyright 2004 Prentice Hall, Inc. All rights reserved.,120,Management Charter Initiative Competencies for Middle Managers,Initiate and implement change and improvement in services, products, and systems
22、Monitor maintain, and improve service and product delivery Monitor and control the use of resources Secure effective resource allocation for activities and projects Recruit and select personnel,Develop teams, individuals, and self to enhance performance Plan, allocate, and evaluate work carried out
23、by teams, individuals and self Create, maintain, and enhance effective working relationships Seek, evaluate, and organize information for action Exchange information to solve problems and make decisions,EXHIBIT 1.8,Copyright 2004 Prentice Hall, Inc. All rights reserved.,121,How Much Importance Does
24、The Marketplace Put On Managers?,Good (effective) managerial skills are a scarce commodity. Managerial compensation packages are one measure of the value that organizations place on them. Management compensation reflects the market forces of supply and demand. Management superstars, like superstar a
25、thletes in professional sports, are wooed with signing bonuses, interest-free loans, performance incentive packages, and guaranteed contracts.,Copyright 2004 Prentice Hall, Inc. All rights reserved.,122,Why Study Management?,We all have a vested interest in improving the way organizations are manage
26、d. Better organizations are, in part, the result of good management. You will eventually either manage or be managed Gaining an understanding of the management process provides the foundation for developing management skills and insight into the behavior of individuals and the organizations.,Copyrig
27、ht 2004 Prentice Hall, Inc. All rights reserved.,123,How Does Management Relate To Other Disciplines?,Copyright 2004 Prentice Hall, Inc. All rights reserved.,124,Copyright 2004 Prentice Hall, Inc. All rights reserved.,125,The Pre-modern Era,Ancient massive construction projects Egyptian pyramids Gre
28、at Wall of China Michelangelo the manager,Copyright 2004 Prentice Hall, Inc. All rights reserved.,126,Adam Smiths Contribution To The Field Of Management,Wrote the Wealth of Nations (1776) Advocated the economic advantages that organizations and society would reap from the division of labor: Increas
29、ed productivity by increasing each workers skill and dexterity. Time saved that is commonly lost in changing tasks. The creation of labor-saving inventions and machinery.,Copyright 2004 Prentice Hall, Inc. All rights reserved.,127,The Industrial Revolutions Influence On Management Practices,Industri
30、al revolution Machine power began to substitute for human power Lead to mass production of economical goods Improved and less costly transportation systems became available Created larger markets for goods. Larger organizations developed to serve larger markets Created the need for formalized manage
31、ment practices.,Copyright 2004 Prentice Hall, Inc. All rights reserved.,128,Classical Contributions,Classical approach The term used to describe the hypotheses of the scientific management theorists and the general administrative theorists. Scientific management theorists Fredrick W. Taylor, Frank a
32、nd Lillian Gilbreth, and Henry Gantt General administrative theorists Henri Fayol and Max Weber,Copyright 2004 Prentice Hall, Inc. All rights reserved.,129,Scientific Management,Frederick W. Taylor The Principles of Scientific Management (1911) Advocated the use of the scientific method to define th
33、e “one best way” for a job to be done Believed that increased efficiency could be achieved by selecting the right people for the job and training them to do it precisely in the one best way. To motivate workers, he favored incentive wage plans. Separated managerial work from operative work.,Copyrigh
34、t 2004 Prentice Hall, Inc. All rights reserved.,130,Taylors Four Principles of Management,Develop a science for each element of an individuals work, which replaces the old rule-of-thumb method. Scientifically select and then train, teach, and develop the worker. (Previously, workers chose their own
35、work and trained themselves as best they could.) Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed. Divide work and responsibility almost equally between management and workers. Management takes over all
36、 work for which it is better fitted than the workers. (Previously, almost all the work and the greater part of the responsibility were thrown upon the workers).,EXHIBIT HM1,Copyright 2004 Prentice Hall, Inc. All rights reserved.,131,Scientific Management Contributors,Frank and Lillian Gilbreth Brick
37、laying efficiency improvements Time and motion studies (therbligs) Henry Gantt Incentive compensation systems Gantt chart for scheduling work operations,Copyright 2004 Prentice Hall, Inc. All rights reserved.,132,Administrative Management,General administrative theorists Writers who developed genera
38、l theories of what managers do and what constitutes good management practice Henri Fayol (France) Fourteen Principles of Management: Fundamental or universal principles of management practice Max Weber (Germany) Bureaucracy: Ideal type of organization characterized by division of labor, a clearly de
39、fined hierarchy, detailed rules and regulations, and impersonal relationships,Copyright 2004 Prentice Hall, Inc. All rights reserved.,133,Fayols Fourteen Principles of Management,Division of work Authority Discipline Unity of command Unity of direction Subordination of the individual Remuneration,Ce
40、ntralization Scalar chain Order Equity Stability of tenure of personnel Initiative Esprit de corps,EXHIBIT HM2,Copyright 2004 Prentice Hall, Inc. All rights reserved.,134,Webers Ideal Bureaucracy,Division of Labor Authority Hierarchy Formal Selection Formal Rules and Regulations Impersonality Career
41、 Orientation,EXHIBIT HM3,Copyright 2004 Prentice Hall, Inc. All rights reserved.,135,Human Resources Approach,Robert Owen Claimed that a concern for employees was profitable for management and would relieve human misery. Hugo Munsterberg Created the field of industrial psychologythe scientific study
42、 of individuals at work to maximize their productivity and adjustment.,Copyright 2004 Prentice Hall, Inc. All rights reserved.,136,Human Resources Approach,Mary Parker Follett Recognized that organizations could be viewed from the perspective of individual and group behavior. Chester Barnard Saw org
43、anizations as social systems that require human cooperation. Expressed his views in his book The Functions of the Executive (1938).,Copyright 2004 Prentice Hall, Inc. All rights reserved.,137,Hawthorne Studies,A series of studies done during the 1920s and 1930s that provided new insights into group
44、norms and behaviors Hawthorne effect Social norms or standards of the group are the key determinants of individual work behavior. Changed the prevalent view of the time that people were no different than machines.,Copyright 2004 Prentice Hall, Inc. All rights reserved.,138,Human Relations Movement,B
45、ased on a belief in the importance of employee satisfactiona satisfied worker was believed to be a productive worker. Advocates were concerned with making management practices more humane. Dale Carnegie Abraham Maslow Douglas McGregor,Copyright 2004 Prentice Hall, Inc. All rights reserved.,139,The Q
46、uantitative Approach,Operations research (management science) Evolved out of the development of mathematical and statistical solutions to military problems during World War II. Involves the use of statistics, optimization models, information models, and computer simulations to improve management dec
47、ision making for planning and control.,Copyright 2004 Prentice Hall, Inc. All rights reserved.,140,Social Events That Shaped Management Approaches,Classical approach Desire for increased efficiency of labor intensive operations Human resources approach The backlash to the overly mechanistic view of
48、employees held by the classicists. The Great Depression. The quantitative approaches World War II,Copyright 2004 Prentice Hall, Inc. All rights reserved.,141,The Process Approach,Management theory jungle (Harold Koontz) The diversity of approaches to the study of managementfunctions, quantitative em
49、phasis, human relations approacheseach offer something to management theory, but many are only managerial tools. Planning, leading, and controlling activities are circular and continuous functions of management.,Copyright 2004 Prentice Hall, Inc. All rights reserved.,142,The Systems Approach,Defines
50、 a system as a set of interrelated and interdependent parts arranged in a manner that produces a unified whole Closed system : a system that is not influenced by and does not interact with its environment Open system: a system that dynamically interacts with its environment Stakeholders: any group that is affected by organizational decisions and policies,
