1、 2007 Prentice Hall, Inc. All rights reserved.,Introduction to Management and Organizations,Chapter 1, 2007 Prentice Hall, Inc. All rights reserved.,12,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.,Who Are Managers? Explain how managers differ from no
2、n-managerial employees. Describe how to classify managers in organizations. What Is Management? Define management. Explain why efficiency and effectiveness are important to management., 2007 Prentice Hall, Inc. All rights reserved.,13,L E A R N I N G O U T L I N E (contd) Follow this Learning Outlin
3、e as you read and study this chapter.,What Do Managers Do? Describe the four functions of management. Explain Mintzbergs managerial roles. Describe Katzs three essential managerial skills and how the importance of these skills changes depending on managerial level. Discuss the changes that are impac
4、ting managers jobs. Explain why customer service and innovation are important to the managers job., 2007 Prentice Hall, Inc. All rights reserved.,14,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 characteri
5、stics of an organization. Explain how the concept of an organization is changing. Why Study Management? Explain the universality of management concept. Discuss why an understanding of management is important. Describe the rewards and challenges of being a manager., 2007 Prentice Hall, Inc. All right
6、s reserved.,15,Who Are Managers?,Manager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished., 2007 Prentice Hall, Inc. All rights reserved.,16,Classifying Managers,First-line Managers Individuals who manage the work of non-managerial employ
7、ees. Middle Managers Individuals who manage the work of first-line managers. Top Managers Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization., 2007 Prentice Hall, Inc. All rights reserved.,17,Exhibit 11 Manageri
8、al Levels, 2007 Prentice Hall, Inc. All rights reserved.,18,What Is Management?,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.,19,Exh
9、ibit 12 Effectiveness and Efficiency in Management, 2007 Prentice Hall, Inc. All rights reserved.,110,What Do Managers Do?,Functional Approach Planning Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizing Arranging and structur
10、ing work to accomplish organizational goals. Leading Working with and through people to accomplish goals. Controlling Monitoring, comparing, and correcting work., 2007 Prentice Hall, Inc. All rights reserved.,111,Exhibit 13 Management Functions, 2007 Prentice Hall, Inc. All rights reserved.,112,What
11、 Do Managers Do? (contd),Management Roles Approach (Mintzberg) Interpersonal roles Figurehead, leader, liaison Informational roles Monitor, disseminator, spokesperson Decisional roles Disturbance handler, resource allocator, negotiator, 2007 Prentice Hall, Inc. All rights reserved.,113,What Managers
12、 Actually Do (Mintzberg),Interaction with others with the organization with the external context of the organization Reflection thoughtful thinking Action practical doing, 2007 Prentice Hall, Inc. All rights reserved.,114,What Do Managers Do? (contd),Skills Approach Technical skills Knowledge and pr
13、oficiency in a specific field Human skills The ability to work well with other people Conceptual skills The ability to think and conceptualize about abstract and complex situations concerning the organization, 2007 Prentice Hall, Inc. All rights reserved.,115,Exhibit 15 Skills Needed at Different Ma
14、nagement Levels, 2007 Prentice Hall, Inc. All rights reserved.,116,Exhibit 16 Conceptual Skills,Using information to solve business problems Identifying of opportunities for innovation Recognizing problem areas and implementing solutions Selecting critical information from masses of data Understandi
15、ng of business uses of technology Understanding of organizations business model,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., 2007 Prentice Hall, Inc. All rights reserved.,117,E
16、xhibit 16 Communication Skills,Ability to transform ideas into words and actions Credibility among colleagues, peers, and subordinates Listening and asking questions Presentation skills; spoken format Presentation skills; written and/or graphic formats,Source: Based on American Management Associatio
17、n Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002., 2007 Prentice Hall, Inc. All rights reserved.,118,Exhibit 16 Effectiveness Skills,Contributing to corporate mission/departmental objectives Customer focus Multitasking: working a
18、t multiple tasks in parallel Negotiating skills Project management Reviewing operations and implementing improvements,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., 2007 Prentice
19、 Hall, Inc. All rights reserved.,119,Exhibit 16 Effectiveness Skills (contd),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.,Setting and maintaining performance standards internall
20、y and externally Setting priorities for attention and activity Time management, 2007 Prentice Hall, Inc. All rights reserved.,120,Exhibit 16 Interpersonal Skills (contd),Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web
21、site (www.ama.org), October 30, 2002.,Coaching and mentoring skills Diversity skills: working with diverse people and cultures Networking within the organization Networking outside the organization Working in teams; cooperation and commitment, 2007 Prentice Hall, Inc. All rights reserved.,121,Exhibi
22、t 17 Management Skills and Management Function Matrix, 2007 Prentice Hall, Inc. All rights reserved.,122,How The Managers Job Is Changing,The Increasing Importance of Customers Customers: the reason that organizations exist Managing customer relationships is the responsibility of all managers and em
23、ployees. Consistent high quality customer service is essential for survival. Innovation Doing things differently, exploring new territory, and taking risks Managers should encourage employees to be aware of and act on opportunities for innovation., 2007 Prentice Hall, Inc. All rights reserved.,123,E
24、xhibit 18 Changes Impacting the Managers Job, 2007 Prentice Hall, Inc. All rights reserved.,124,What Is An Organization?,An Organization Defined A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). Common Characteristics
25、of Organizations Have a distinct purpose (goal) Composed of people Have a deliberate structure, 2007 Prentice Hall, Inc. All rights reserved.,125,Exhibit 19 Characteristics of Organizations, 2007 Prentice Hall, Inc. All rights reserved.,126,Exhibit 110 The Changing Organization, 2007 Prentice Hall,
26、Inc. All rights reserved.,127,Why Study Management?,The Value of Studying Management The universality of management Good management is needed in all organizations. The reality of work Employees either manage or are managed. Rewards and challenges of being a manager Management offers challenging, exc
27、iting and creative opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewards for their efforts., 2007 Prentice Hall, Inc. All rights reserved.,128,Exhibit 111 Universal Need for Management, 2007 Prentice Hall, Inc. All rights reserved.,129,Exhibit 112
28、 Rewards and Challenges of Being A Manager, 2007 Prentice Hall, Inc. All rights reserved.,130,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,
