principle of managment 1
DESCRIPTION
Principlr of managmentTRANSCRIPT
![Page 1: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/1.jpg)
Chapter 1
INTRODUCTIONTO MANAGEMENT
AND ORGANIZATIONS
© Prentice Hall, 2002 1-1-11
![Page 2: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/2.jpg)
Who Are Managers?
•Manager
–someone who works with and through other people by coordinating their work activities in
order to accomplish organizational goals–changing nature of organizations and work has
blurred the clear lines of distinction between managers and non-managerial employees
© Prentice Hall, 2002 1-1-22
![Page 3: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/3.jpg)
Who Are Managers? (cont.)•Managerial Titles
–First-line managers - manage the work of non-managerial individuals who are directly involved with
the production or creation of the organization’s products
–Middle managers - all managers between the first-line level and the top level of the organization
•manage the first-line managers
–Top managers - responsible for making organization-wide decisions and establishing the plans and goals that
affect the entire organization
© Prentice Hall, 2002 1-1-33
![Page 4: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/4.jpg)
Organizational Levels
Non-managerial Employees
TopManagers
MiddleManagers
First-lineManagers
© Prentice Hall, 2002 1-1-44
![Page 5: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/5.jpg)
What Is Management?•Management
–the process of coordinating work activities so that they are completed efficiently and
effectively with and through other people–elements of definition
•Process - represents ongoing functions or primary activities engaged in by managers
•Coordinating - distinguishes a managerial position from a non-managerial one
© Prentice Hall, 2002 1-1-55
![Page 6: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/6.jpg)
What is Management? (cont.)•Management (cont.)
–elements of definition•Efficiency - getting the most output from the least
amount of inputs–“doing things right”–concerned with means•Effectiveness - completing activities so that
organizational goals are attained–“doing the right things ”–concerned with ends
© Prentice Hall, 2002 1-1-66
![Page 7: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/7.jpg)
Efficiency and Effectiveness in Management
Management Strives For:Low resource waste (high efficiency)
High goal attainment (high effectiveness)
ResourceUsage
Efficiency (Means)
GoalAttainment
Effectiveness (Ends)
Low Waste High Attainment
© Prentice Hall, 2002 1-1-77
![Page 8: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/8.jpg)
What Do Managers Do?•Management Functions and Process
–most useful conceptualization of the manager’s job–Planning - defining goals, establishing strategies for
achieving those goals, and developing plans to integrate and coordinate activities
–Organizing - determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to
whom, and where decisions are made–Leading - directing and motivating all involved parties and
dealing with employee behavior issues–Controlling - monitoring activities to ensure that they are
going as planned
© Prentice Hall, 2002 1-1-88
![Page 9: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/9.jpg)
What Do Managers Do? (cont.)•Management Functions and Process (cont.)
–Management process•set of ongoing decisions and work activities in
which managers engage as they plan, organize, lead, and control
•managerial activities are usually done in a continuous manner
© Prentice Hall, 2002 1-1-99
![Page 10: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/10.jpg)
What Do Managers Do? (cont.)•Management Roles
–specific categories of managerial behavior•Interpersonal - involve people and duties that
are ceremonial and symbolic in nature•Informational - receiving, collecting, and
disseminating information•Decisional - revolve around making choices–emphasis that managers give to the various roles
seems to change with their organizational level
© Prentice Hall, 2002 1-1-1010
![Page 11: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/11.jpg)
What Do Managers Do? (cont.)•Management Skills
–Technical - knowledge of and proficiency in a certain specialized field
–Human - ability to work well with other people both individually and in a group
–Conceptual - ability to think and to conceptualize about abstract and complex situations
•see the organization as a whole•understand the relationships among subunits•visualize how the organization fits into its broader environment
© Prentice Hall, 2002 1-1-1111
![Page 12: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/12.jpg)
EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS
© Prentice Hall, 2002 1-1-1212
![Page 13: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/13.jpg)
What Do Managers Do? (cont.)•Managing Systems
–System - a set of interrelated and interdependent parts arranged in a manner that produces a unified whole
•provides a more general and broader picture of what managers do than the other perspectives provide
–Closed system - not influenced by and do not interact with their environment
–Open system - dramatically interact with their environment
•organizations - take in inputs from their environments–transform or process inputs into outputs–outputs are distributed into the environment
© Prentice Hall, 2002 1-1-1313
![Page 14: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/14.jpg)
System
The Organization As An Open System
TransformationEmployee’s work activitiesManagement activitiesTechnology and operations methods
OutputsInputsRaw materials
Human resourcesCapital
TechnologyInformation
Products and servicesFinancial results
InformationHuman results
Environment
Environment
Feedback
© Prentice Hall, 2002 1-1-1414
![Page 15: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/15.jpg)
What Do Managers Do? (cont.)
•Managing Systems (cont.)–managers must
•coordinate various work activities•ensure that interdependent parts work
together•recognize and understand the impact of
various external factors –decisions and actions taken in one
organizational area will affect other areas and vice versa
© Prentice Hall, 2002 1-1-1515
![Page 16: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/16.jpg)
What Do Managers Do? (cont.)•Managing in Different and Changing Situations
–require managers to use different approaches and techniques
–Contingency perspective - different ways of managing are required in different organizations
and different circumstances•stresses that there are no simplistic or
universal rules•contingency variable
© Prentice Hall, 2002 1-1-1616
![Page 17: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/17.jpg)
EXHIBIT 1.8: POPULAR CONTINGENCY VARIABLES
© Prentice Hall, 2002 1-1-1717
![Page 18: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/18.jpg)
What Is An Organization?•Organization
–a deliberate arrangement of people to accomplish some specific purpose
•elements of definition–each organization has a distinct purpose–each organization is composed of people–all organizations develop some deliberate structure
–today’s organizations have adopted:•flexible work arrangements•open communications•greater responsiveness to changes
© Prentice Hall, 2002 1-1-1818
![Page 19: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/19.jpg)
EXHIBIT 1.10: THE CHANGING ORGANIZATION
© Prentice Hall, 2002 1-1-1919
![Page 20: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/20.jpg)
Why Study Management?•Universality of Management
–management is needed •in all types and sizes of organizations•at all organizational levels•in all work areas–management functions must be performed in all
organizations•consequently, have vested interest in
improving management
© Prentice Hall, 2002 1-1-2020
![Page 21: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/21.jpg)
EXHIBIT 1.11: UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002 1-1-2121
![Page 22: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/22.jpg)
Why Study Management? (cont.)•The Reality of Work
–most people have some managerial responsibilities
–most people work for a manager
Challenges of Being a Manager- being a manager is hard work- must deal with a variety of personalities- must motivate workers in the face of uncertainty
© Prentice Hall, 2002 1-1-2222
![Page 23: Principle of managment 1](https://reader033.vdocuments.mx/reader033/viewer/2022061606/554db65fb4c905ff7a8b5674/html5/thumbnails/23.jpg)
Why Study Management? (cont.)•Rewards of Being a Manager
–create an environment that allows others to do their best work
–provide opportunities to think creatively–help others find meaning and fulfillment–meet and work with a variety of people
© Prentice Hall, 2002 1-1-2323