Chapter 1 Managing and the Managers Job Copyright © Houghton Mifflin Company. All rights reserved.1–1.

Download Chapter 1 Managing and the Managers Job Copyright © Houghton Mifflin Company. All rights reserved.1–1.

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<ul><li><p>Chapter 1Managing and the Managers JobCopyright Houghton Mifflin Company. All rights reserved.1*</p><p>Copyright Houghton Mifflin Company. All rights reserved.</p></li><li><p>Copyright Houghton Mifflin Company. All rights reserved.1*What is Management?A set of activitiesplanning and decision making, organizing, leading, and controllingdirected at an organizations resources human, financial, physical, and informationwith the aim of achieving organizational goals in an efficient and effective manner.</p><p>Copyright Houghton Mifflin Company. All rights reserved.</p></li><li><p>Copyright Houghton Mifflin Company. All rights reserved.1*EFFICIENTLY Using resources wisely and in a cost-effective wayEFFECTIVELY Making the right decisions and successfully implementing themIn the Management definition:</p><p>Copyright Houghton Mifflin Company. All rights reserved.</p></li><li><p>Copyright Houghton Mifflin Company. All rights reserved.1*The Functions of ManagementPlanning and Decision Making: Establishing goals and deciding how to achieve themOrganizing: Coordinating Activities and ResourcesLeading: Motivating and Managing People Controlling: Monitoring and Evaluating Activities </p><p>Copyright Houghton Mifflin Company. All rights reserved.</p></li><li><p>Copyright Houghton Mifflin Company. All rights reserved.1*The Management Process </p><p>Copyright Houghton Mifflin Company. All rights reserved.</p></li><li><p>Copyright Houghton Mifflin Company. All rights reserved.1*Levels of ManagementTop ManagementCEO, CFO, President, Vice Presidentssmall group of executives who manage the overall organization. They create the organizations goals, overall strategy, and operating policies.Middle ManagementDirectors, department headsare primarily responsible for implementing the policies and plans of top managers. They also supervise and coordinate the activities of lower level managers.First-Line ManagementSupervisorssupervise and coordinate the activities of operating employees.</p><p>Copyright Houghton Mifflin Company. All rights reserved.</p></li><li><p>Copyright Houghton Mifflin Company. All rights reserved.1*Managers by Level and Area </p><p>Copyright Houghton Mifflin Company. All rights reserved.</p></li><li><p>Copyright Houghton Mifflin Company. All rights reserved.1*Managerial SkillsTechnical InterpersonalConceptualDiagnosticCommunicationDecision MakingTime-Management</p><p>Copyright Houghton Mifflin Company. All rights reserved.</p></li><li><p>Copyright Houghton Mifflin Company. All rights reserved.1*Management: Science or Art?The Science of ManagementAssumes that problems can be approached using rational, logical, objective, and systematic ways.Requires the use of technical, diagnostic, and decision-making skills and techniques to solve problems.Art of Management Making decisions and solving problems using a blend of intuition, experience, instinct, and personal insights.Using conceptual, communication, interpersonal, and time-management skills to accomplish the tasks associated with managerial activities.</p><p>Copyright Houghton Mifflin Company. All rights reserved.</p></li><li><p>Bakers Best VideoWhat skills does Baker possess?What does he do that contributes to the businesss success?Does this management style work?How do you judge it?Copyright Houghton Mifflin Company. All rights reserved.1*</p><p>Copyright Houghton Mifflin Company. All rights reserved.</p><p>*5*6*9****17*18</p></li></ul>

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