Chapter 1-Lecture Oct15 S (2)
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Main Text Kinicki, A & Williams, B (2013).
Management – A Practical Introduction, 6th edition, McGraw Hill
International.
Learning Outcomes of unit (LO)
1. State the basic fundamentals of management
principles and theories.
2. Analyse the business environment in an
organisational setting.
3. Describe various functions of decision making and
organisational structuring in an organisation.
4. Explain the influence of individual behaviours,
leadership styles and motivation on an organisation.
5. Discuss various control techniques used to enhance
organisational effectiveness.
MANAGEMENT
OVERVIEW
PLANNING
- Introduction to Management
- Management Theories
- Planning
- Strategic Management
ORGANIZING
- Individual & Group Decision Making
- Organizational Culture & Structure
- Human Resource (Recruitment)
MANAGEMENT
OVERVIEW
LEADING
- Managing Individual Differences
& Behaviour
- Motivation
- Leadership & Power
MANAGEMENT
OVERVIEW
CONTROLLING
- Successful Control System
MANAGEMENT
OVERVIEW
Topic 1
Chapter 1:
The Exceptional
Manager What You Do,
How You Do It
TOPIC 1 LEARNING OUTCOME
To explain management and four
management functions.
To discuss three levels of management.
To discuss three types of managerial
roles.
To discuss three principal skills managers
need.
MANAGEMENT:
WHAT IT IS, WHAT ITS BENEFITS ARE
Managers operate within an
organization.
Organization
a group of people who work together to
achieve some specific purpose
BENEFITS OF STUDYING
MANAGEMENT
Understanding how to deal with
organizations from the outside
Understanding how to relate to your
supervisors
Understanding how to interact with
co-workers
Understanding how to manage
yourself in the workplace
WHAT IS
MANAGEMENT?
The pursuit of organizational
goals efficiently and effectively
by integrating the work of
people through planning,
organizing, leading, and
controlling the organization’s
resources.
EFFICIENCY &
EFFECTIVENESS
Efficient: means to use resources —people, money, raw materials, and the like —wisely and cost-effectively
Effective: means to achieve results, to make the right decisions and successfully carry them out so that they achieve the organization’s goals
QUESTION?
Burger King decided to add breakfast
to its hours of operation in order to
increase its customers. This was an
attempt to improve the
organization's:
A.effectiveness
B.planning
C.leading strategy
D.efficiency
EXAMPLE
EFFICIENCY VS EFFECTIVENESS
Online ticket purchasing
system
Consider:
-It is EFFICIENT for the
company.. Why?
-But is it EFFECTIVE? Why or
why not?
EXAMPLE
EFFICIENCY VS EFFECTIVENESS
Automated Customer Service
Hotline
Consider:
-It is EFFICIENT for the
company.. Why?
-But is it EFFECTIVE? Why or
why not?
The Management Process
Planning Organizing
Leading Controlling
Four Management Functions
Planning: setting goals and deciding how to achieve
them.
Organizing: arranging tasks, people, and other
resources to accomplish the work.
Leading: motivating, directing, and otherwise
influencing people to work hard to achieve the
organization’s goals.
Controlling: monitoring performance, comparing it
with goals, and taking corrective action as needed.
QUESTION?
Laura runs a sales and expense report
at the end of each work day. Which
management function is she
performing?
A. Leading
B. Organizing
C. Controlling
D. Planning
Three Levels of Management
Top Managers: make long-term decisions about the
overall direction of the organization and establish the
objectives, policies and strategies for it.
Middle Managers: implement the policies and plans
of the top managers above them and supervise and
coordinate the activities of the first-line managers
below them.
First-Line Managers: make short-term operating
decisions, directing the daily tasks of non-
managerial personnel.
Illustration: The Levels and Areas of
Management
Functional Areas
R&D Marketing Finance Production Human resources
Top Managers
Middle Managers
First-Line Managers
Non-managerial personnel
Levels of Management
Differentiating:
Functional & General Managers
Functional Managers:
are
responsible for
just one organizational
activity
General Managers:
are
responsible
for
several organizational
activities
QUESTION?
Judy supervises the food assembly
line workers. What type of manager
is she?
A.Top manager
B.Middle manager
C.First-line manager
D.General manager
TYPES OF ORGANIZATIONS
Profit organization- formed to make money, or profits, by offering products and services.
Non-profit organization- known as “administrators”. Its purpose is to offer services, not to make a profit.
Mutual-benefit organization- voluntary collections of members whose purpose is to advance members’ interest.
Three Types of Managerial
Roles
1) Interpersonal Roles: managers interact with people inside
and outside their work units. The three interpersonal roles
are figurehead, leader, and liaison activities.
2) Informational Roles: as monitor, disseminator and
spokesperson—managers receive and communicate
information.
3) Decisional Roles: managers use information to make
decisions to solve problems or take advantage of
opportunities. The four decision making roles are
entrepreneur, disturbance handler, resource allocator, and
negotiator.
Interpersonal Roles
Figurehead Role: you
perform symbolic tasks that
represent the organization.
Leadership Role: you are
responsible for the actions of
your subordinates, since their
successes and failures reflect on
you.
Liaison Role: you must act like a
politician, working with other
people outside your work unit and
organization to develop alliances
that will help you achieve your
organization’s goals.
Informational Roles
Monitor Role: you should be
constantly alert for useful
information.
Disseminator Role: managers need
to constantly disseminate important
information to employees, as via e-
mail and meetings.
Spokesperson Role: You are
expected to be a diplomat, to put on
your best face on the activities of
your work unit or organization to
people outside it.
Decisional Roles
Entrepreneur Role: a good
manager is expected to
initiate and encourage
change and innovation.
Disturbance Handler Role:
unforeseen problems
require you to be a
disturbance handler, fixing
problems.
Resource Allocation Role:
you’ll need to be a
resource allocator, setting
priorities about the use of
resources.
Negotiator Role: working
with people inside and
outside the organization to
accomplish your goals.
ENTREPRENEURSHIP
process of taking risks to try to create a new empire
The Principal Skills Managers
Need
1) Technical Skills — the ability to perform a specific job
Technical Skills: consist of the job-specific knowledge
needed to perform well in a specialized field.
2) Conceptual Skills — the ability to think analytically
Conceptual Skills: consists of the ability to think analytically,
to visualize an organization as a whole and understand how
the parts work together.
3) Human Skills — the ability to interact well with people
Human Skills: consist of the ability to work well in cooperation
with other people to get things done.
QUESTION?
Microsoft CEO, Steve Ballmer must
balance the needs of each
department with the needs of the
organization. Which skill is he
using?
A. Technical
B. Conceptual
C. Human
D. Procedural
REFERENCE
Chapter 1
Kinicki, A., & Williams, B.K.
(2013). Management: A
practical introduction. (6th ed.).
New York: McGraw-Hill.
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