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MNGT 2100 PowerPoint Presentation

MNGT 2100

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MNGT 2100

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  1. MNGT 2100 CHAPTER 1: THE EXCEPTIONAL MANAGER

  2. Defining ‘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

  3. Defining ‘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 Being effective means being able to reach our goals; being able to accomplish what we set out to do.

  4. Defining ‘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 means the wise use of resources Example: the smart bus driver

  5. Why organizations value managers? • The Multiplier Effect • A manager’s influence on the organization is multiplied far beyond the results that can be achieved by one person working alone. • Being a manager comes with much responsibility and many more benefits… • So, why are you studying management? How do you think it is going to help you?

  6. Challenges Managers face • Managing for Competitive Advantage • Managing for Diversity • Managing for Globalization • Managing for Information Technology • Managing for Ethical Standards • Managing for your own Happiness and Life goals

  7. Challenges Managers face • Managing for Competitive Advantage • Managing for Diversity • Managing for Globalization • Managing for Information Technology • Managing for Ethical Standards • Managing for your own Happiness and Life goals It is what makes you better than your rivals. • Four Areas an org. must stay ahead in: • Responsiveness to customers • Innovation • Quality • Efficiency

  8. Challenges Managers face • Managing for Competitive Advantage • Managing for Diversity • Managing for Globalization • Managing for Information Technology • Managing for Ethical Standards • Managing for your own Happiness and Life goals

  9. Challenges Managers face • Managing for Competitive Advantage • Managing for Diversity • Managing for Globalization • Managing for Information Technology • Managing for Ethical Standards • Managing for your own Happiness and Life goals

  10. Challenges Managers face • Managing for Competitive Advantage • Managing for Diversity • Managing for Globalization • Managing for Information Technology • Managing for Ethical Standards • Managing for your own Happiness and Life goals • E-commerce • E-business • Knowledge Management

  11. Challenges Managers face • Managing for Competitive Advantage • Managing for Diversity • Managing for Globalization • Managing for Information Technology • Managing for Ethical Standards • Managing for your own Happiness and Life goals WHY?

  12. Challenges Managers face • Managing for Competitive Advantage • Managing for Diversity • Managing for Globalization • Managing for Information Technology • Managing for Ethical Standards • Managing for your own Happiness and Life goals

  13. The Manager’s Main functions PLANNING ORGANIZING LEADING CONTROLLING

  14. The Manager’s Main functions PLANNING Setting goals & deciding how to achieve them ORGANIZING LEADING CONTROLLING

  15. The Manager’s Main functions ORGANIZING Arranging resources so that goals can be accomplished PLANNING LEADING CONTROLLING

  16. The Manager’s Main functions PLANNING ORGANIZING LEADING Motivating, directing, influencing people to accomplish organizational goals CONTROLLING

  17. The Manager’s Main functions PLANNING ORGANIZING LEADING CONTROLLING Monitoring and taking corrective actions to ensure goals are reached

  18. Levels & areas of management Top Managers Middle Managers First-Line Managers Non-managerial personnel

  19. Levels & areas of management Make long-term decisions, Set overall direction for the org.; establish objectives, policies etc. Top Managers Middle Managers First-Line Managers Non-managerial personnel

  20. Levels & areas of management Top Managers Implement the plans and policies set by the top. Supervise activities of those below them Middle Managers First-Line Managers Non-managerial personnel

  21. Levels & areas of management Top Managers Middle Managers Make short term decisions; manage non-managerial personnel First-Line Managers Non-managerial personnel

  22. Levels & areas of management Top Managers Middle Managers First-Line Managers Functional Areas Non-managerial personnel R & D Marketing Finance Production H.R.

  23. Levels & areas of management Functional Managers are responsible for just one organizational activity Top Managers Middle Managers First-Line Managers Functional Areas Non-managerial personnel R & D Marketing Finance Production H.R.

  24. Levels & areas of management General Managers are responsible for several Functional Managers are responsible for just one organizational activity Top Managers Middle Managers First-Line Managers Functional Areas Non-managerial personnel R & D Marketing Finance Production H.R.

  25. Three types of organizations • For-Profit organization • Nonprofit organization • Mutual benefit organization

  26. Three types of organizations • For-Profit organization • Nonprofit organization • Mutual benefit organization Does a managers functions vary based on the kind of organization they work in?

  27. Three Managerial Roles • Interpersonal Roles • Informational Roles • Decisional Roles

  28. Three Managerial Roles • Interpersonal Roles • Informational Roles • Decisional Roles Managers must maintain contact with those they work both inside and outside the organization

  29. Three Managerial Roles • Interpersonal Roles • Informational Roles • Decisional Roles Managers get and pass on information thereby helping others perform their functions well

  30. Three Managerial Roles • Interpersonal Roles • Informational Roles • Decisional Roles Making decisions involving solving problems, allocating resources, so that a good opportunity can be used to the organization’s benefit

  31. Entrepreneurs & Managers • Entrepreneur • Intrapreneur • Are they different from a manager?

  32. Skills you need to be a star manager • Technical Skills • Conceptual Skills • Human Skills

  33. Skills you need to be a star manager • Technical Skills • Conceptual Skills • Human Skills Job specific knowledge.

  34. Skills you need to be a star manager • Technical Skills • Conceptual Skills • Human Skills Ability to think analytically, to be able to see the big picture and understand unclear situations

  35. Skills you need to be a star manager • Technical Skills • Conceptual Skills • Human Skills Ability to work with people. Considered to be among the most valued traits in a manager