boh4m chapter 1 introduction to management 1lajipe faleyimu
TRANSCRIPT
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BOH4M
CHAPTER 1INTRODUCTION TO
MANAGEMENT
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Chapter OverviewWhat are the challenges of
working in the new economyWhat are Organizations like In
the New WorkplaceOrganizational Environment – the
Makeup and the linkWho are managers and what do
they do?What is the management process
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Working TodayOrganizations are fast changing
as well as the nature of work itself
Challenges of Working in The New Economy
TalentDiversityGlobalizationTechnologyEthicsCareers
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Organizations In The New WorkplaceORGANIZATION – A collection of
people working together to achieve a common purpose
OPEN SYSTEM – Transforms resource inputs from the environment into product outputs
ORGANIZATIONAL PERFORMANCE
ProductivityPerformance effectivenessPerformance Efficiency
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Figure 1.1 Organizations as open systems.
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Organizations In The New WorkplaceCHANGING NATURE OF
ORGANIZATIONSRenewed belief in human capitalDemise of command and controlEmphasis on teamworkPre-eminence of TechnologyEmbrace of NetworkingNew workforce expectationsConcern for work-life balanceFocus on Speed
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Organizational EnvironmentGeneral Environment – e.g
Starbucks
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Organizational EnvironmentSTAKEHOLDERS – persons,
groups and institutions directly affected by an organization
SPECIFIC ENVIRONMENT – (Task Environment) The people and groups with whom an organization interacts
VALUE CREATION - The creation of value for and satisfying needs of stakeholders.
Figure 1.4 Multiple stakeholders in the environment of an organization.
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Organizational EnvironmentCOMPETITIVE ADVANTAGE – a core
competency that clearly sets an organization apart from competitors and gives it an advantage over them in the marketplace.
ENVIRONMETAL UNCERTAINTY- lack of complete information about the environment (fig 1.5)
ORGANIZATIONAL EFFECTIVENESS - Sustainable high performance in using resources to accomplish a mission
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Managers In The New WorkplaceMANAGER- person who supports,
activates and is responsible for the work of others.
LEVELS OF MANAGERS (fig 1.6)Top ManagersMiddle ManagersTeam Leaders
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Managers In The New WorkplaceTypes of managers
◦ Line managers are responsible for work activities that directly affect organization’s outputs.
◦ Staff managers use technical expertise to advise and support the efforts of line workers.
◦ Functional managers are responsible for a single area of activity.
◦ General managers are responsible for more complex units that include many functional areas.
◦ Administrators work in public and nonprofit organizations.
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Managers In The New WorkplaceMANAGERIAL PERFORMANCEAccountability – requirement to
show performance results to a supervisor
Effective Manager – helps others achieve a high performance and satisfaction at work
Quality of work life – overall quality of human experiences in the workplace
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Management ProcessMANAGEMENT – Process of planning,
organizing, leading and controlling the use of resources to accomplish performance goals
Figure 1.9 Mintzberg’s 10 Managerial Roles.
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Management ProcessManagerial Activities
Work long hoursIntense paceFragmented and varied tasksMany communication mediaAccomplish their work largely through
interpersonal relationship
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Management ProcessAGENDA SETTINGNETWORKINGSOCIAL CAPITAL
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Management ProcessEssential Managerial Skills
LEARNINGSKILL
TechnicalHuman – Emotional IntelligenceConceptual
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Management ProcessMANAGERIAL COMPETENCY – skill
based capacity for high performance in a management job
CommunicationTeamworkSelf-ManagementLeadershipCritical ThinkingProfessionalism
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Review: Introduction to ManagementHow is Globalization creating career
challenges for today’s graduates Is it acceptable to sacrifice
performance efficiency for performance effectiveness
If interests of a firm’s owners conflict with that of the community. Who gets preference
In what ways could we expect the work of a top manager to differ from that of a team leader
Among the various skills and competencies for managerial success, which do you consider the most difficult to develop and why?