Management by chuch williams chapter 01

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Management by chuch williams chapter 01

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Chapter Management MGMT 2008 Chuck Williams Designed & Prepared by B-books, Ltd Copyright ©2008 by Cengage Learning All rights reserved What Is Management? After reading the next two sections, you should be able to: describe what management is explain the four functions of management Copyright ©2008 by Cengage Learning All rights reserved Management Functions Planning Planning Organizing Organizing Leading Leading Controlling Controlling Copyright ©2008 Cengage Learning All rights reserved Planning Planning Determining organizational goals and a means for achieving them 2.1 Copyright ©2008 by Cengage Learning All rights reserved Organizing • Deciding where decisions will be made • Deciding who will what jobs and tasks • Deciding who will work for whom 2.2 Copyright ©2008 by Cengage Learning All rights reserved Leading Inspiring Inspiring Leading Leading Motivating Motivating For Anne Mulcahy,CEO of Xerox, the key to successful leadership is communicating with the company’s most important constituents: 2.3 employees and customers Copyright ©2008 by Cengage Learning All rights reserved Controlling Controlling Monitoring progress toward goal achievement and taking corrective action when needed 2.4 Copyright ©2008 by Cengage Learning All rights reserved The Control Process Set standards to achieve goals Make changes to return performance to standards Compare actual performance to standards 2.4 Copyright ©2008 by Cengage Learning All rights reserved What Do Managers Do? After reading the next two sections, you should be able to: describe different kinds of managers explain the major roles and subroles that managers perform in their jobs Copyright ©2008 by Cengage Learning All rights reserved Kinds of Managers • Top Managers • Middle Managers • First-Line Managers • Team Leaders 10 Copyright ©2008 by Cengage Learning All rights reserved Responsibilities of Team Leaders Facilitate Facilitate team team performance performance Facilitate Facilitate internal internal team team relationships relationships Manage Manage external external relations relations 3.4 17 Copyright ©2008 by Cengage Learning All rights reserved Mintzberg’s Managerial Roles Interpersonal Informational Decisional Figurehead Monitor Entrepreneur Leader Disseminator Disturbance Handler Liaison Spokesperson Resource Allocator Negotiator H Mintzberg, “The Manager’s Job: Folklore and Fact,” Harvard Business Review (July-August 1975) Copyright ©2008 by Cengage Learning All rights reserved 18 Managerial Roles Interpersonal Roles Figurehead Figurehead Managers Managersperform performceremonial ceremonialduties duties Leader Leader Managers Managersmotivate motivateand andencourage encourage workers workersto toaccomplish accomplishobjectives objectives Liaison Liaison Managers Managersdeal dealwith withpeople peopleoutside outside their theirunits units 4.1 19 Copyright ©2008 by Cengage Learning All rights reserved Managerial Roles Informational Roles Monitor Monitor Managers Managersscan scantheir theirenvironment environment for forinformation information Disseminator Disseminator Managers Managersshare shareinformation information with withothers othersinintheir theircompany company Spokesperson Spokesperson 4.2 Managers Managersshare shareinformation information with withothers othersoutside outsidetheir their departments departmentsor orcompanies companies 20 Copyright ©2008 by Cengage Learning All rights reserved Managerial Roles Decisional Roles Entrepreneur Entrepreneur Disturbance Disturbance Handler Handler Resource Resource Allocator Allocator Negotiator Negotiator 4.3 Managers Managersadapt adaptto toincremental incrementalchange change Managers Managersrespond respondto toproblems problemsthat that demand demandimmediate immediateaction action Managers Managersdecide decidewho whogets gets what whatresources resources Managers Managersnegotiate negotiateschedules, schedules, projects, projects,goals, goals,outcomes, outcomes,resources, resources, and andraises raises 21 Copyright ©2008 by Cengage Learning All rights reserved Beyond the Book Disturbance Handling during Toy Recall Crisis • Mattel recalled 800,000 Fisher-Price toys during Fall 2007, as the toy industry was hit with Chinese imports containing lead • Jerry Storch, CEO of Toys “R” Us, was the only toy retailer who testified before a Senate subcommittee during a hearing on toy safety • Toys “R” Us developed a plan to use third-party, independent testers and test products directly off of store shelves • The goal? Catch problems before recall is necessary “Mattel recalls 800,000 toys worldwide,” Business Week , September 2007; C Daniels, “Fast Talk: Turmoil in Toyland,” Fast Company, December-January 2007-2008, 29 22 Copyright ©2008 by Cengage Learning All rights reserved What Does It Take to Be a Manager? After reading the next three sections, you should be able to: explain what companies look for in managers discuss the top mistakes that managers make in their jobs describe the transition that employees go through when they are promoted to management 23 Copyright ©2008 by Cengage Learning All rights reserved What Companies Look for in Managers Technical Technical Skills Skills Human Human Skills Skills Conceptual Conceptual Skills Skills Motivation Motivation to to Manage Manage 24 Copyright ©2008 by Cengage Learning All rights reserved Management Skills Skills are more or less important at different levels of management: 25 Copyright ©2008 by Cengage Learning All rights reserved Mistakes Managers Make 1 2 Insensitive Insensitive to to others others Cold, Cold,aloof, aloof,arrogant arrogant 3 4 Betrayal Betrayal of oftrust trust Overly Overlyambitious ambitious 5 6 Specific Specificperformance performance problems problemswith withthe the business business Overmanaging: Overmanaging: unable unable to to delegate delegate or orbuild buildaateam team 7 8 Unable Unable to to staff staffeffectively effectively Unable Unable to to think thinkstrategically strategically 9 Unable Unable to to adapt adapt to to boss bosswith withdifferent differentstyle style 10 10.Overdependent Overdependent on onadvocate advocate or ormentor mentor Adapted from McCall and Lombardo, “What Makes a Top Executive?,” Psychology Today, Feb 1983 26 Copyright ©2008 by Cengage Learning All rights reserved Transition to Management (The First Year) Managers’ Initial Expectations   Be Bethe theboss boss Formal Formalauthority authority   Manage Managetasks tasks Job Jobisisnot not managing managingpeople people After Six Months As a Manager  Initial Initialexpectaexpectations tionswere werewrong wrong  Fast Fastpace pace   Heavy Heavyworkload workload Job Jobisistotobe be problem-solver problem-solver and andtroubleshooter troubleshooter After a Year As a Manager     No Nolonger longer“doer” “doer” Communication, Communication, listening, listening,positive positive reinforcement reinforcement Learning Learningtotoadapt adapt and andcontrol controlstress stress Job Jobisispeople people development development 27 Copyright ©2008 by Cengage Learning All rights reserved Why Management Matters After reading this section, you should be able to: explain how and why companies can create competitive advantage through people 28 Copyright ©2008 by Cengage Learning All rights reserved Competitive Advantage through People Management Management Practices Practices in in Top Top Performing Performing Companies Companies 1 2 3 4 5 6 7 Employment Employment Security Security Selective Selective Hiring Hiring Self-Managed Self-Managed Teams Teams and and Decentralization Decentralization High High Wages Wages Contingent Contingent on on Org Org Performance Performance Training Training and and Skill Skill Development Development Reduction Reduction of of Status Status Differences Differences Sharing Sharing Information Information 29 Copyright ©2008 by Cengage Learning All rights reserved Competitive Advantage through People J.M Smucker Company has been on Fortune’s list of 100 Best Companies to Work For since the list was started in 1998 Smucker’s has extremely low employee turnover and extremely high employee satisfaction 30 Copyright ©2008 by Cengage Learning All rights reserved Competitive Advantage through People Competitive Competitive Advantages Advantages of of Well-Managed Well-Managed Companies Companies Sales revenues Profits Customer satisfaction Stock market returns 31 Copyright ©2008 by Cengage Learning All rights reserved ...What Is Management? After reading the next two sections, you should be able to: describe what management is explain the four functions of management Copyright ©2008 by Cengage Learning... Manage 24 Copyright ©2008 by Cengage Learning All rights reserved Management Skills Skills are more or less important at different levels of management: 25 Copyright ©2008 by Cengage Learning All... Implement changes changes or or strategies strategies generated generated by by top top managers managers 14 Copyright ©2008 by Cengage Learning All rights reserved First-Line Managers • Office Manager

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Mục lục

  • Chapter 1 Management

  • What Is Management?

  • Management Functions

  • Planning

  • Slide 5

  • Leading

  • Controlling

  • The Control Process

  • What Do Managers Do?

  • Kinds of Managers

  • Top Managers

  • Responsibilities of Top Managers

  • Middle Managers

  • Responsibilities of Middle Managers

  • First-Line Managers

  • Responsibilities of First-Line Managers

  • Responsibilities of Team Leaders

  • Mintzberg’s Managerial Roles

  • Managerial Roles

  • Slide 20

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