chapter 1 - managing and manager - eng - ok

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McGraw-Hill/Irwin Copyright 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

Principle of

ManagementCompeting in the New Era

UNIVERSITY OF SOUTH EAST ASIA

LECTURED BY LUNN PISIDTH, MTM, DBA Candidate


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McGraw-Hill/Irwin Copyright 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

MANAGING and

MANAGER

Chapter 01

LECTURED BY LUNN PISIDTH, MTM, DBA Candidate


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Defining ManagementDefining Management

Management

The process of working with people andresources to accomplish organizational

goals effectivelyand efficiently

Effectiveness

Achieving organizational goals

Efficiency Achieving goals with minimal waste of

money, time, materials, and people

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The Functions of ManagementThe Functions of Management

Planning Delivering strategic value

Organizing Building a dynamicorganization

Leading Mobilizing people

Controlling Learning and changing

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Performing all Four Functions ofPerforming all Four Functions of

ManagementManagement A managers day is not neatly divided

into the four functions

Successful managers handle all four

functions simultaneously

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Management Levels and SkillsManagement Levels and Skills

FirstFirst--lineline

managersmanagers

Top managersTop managers

Middle managersMiddle managers

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Top-level

managers

Senior executive responsible

for the overall management of

the organization

Middle-level

managers

Located in the middle layers of

the organizational hierarchy

reporting to top-level managers

Frontlinemanagers

Supervise the operationalactivities of the organization;

also called operational

managers

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Relative Emphasis Placed on Functionof Management at Each Level of

Management


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Differences Among Managers

The Three Levels of Management

Top managers

CEO, president, or vice president

Middle managers

Sales manager, branch manager, or department head

First-line managers

Crew leader, supervisor, head nurse, or office manager

Nonmanagement operative employees

Workers in the organization who are supervised by first-

line managers.


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What Do Managers Do?What Do Managers Do?

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Working leaders tend to engage in 10

activities that fall into three categories

or roles Interpersonal roles

Informational roles

Decisional roles

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Definitions of Management Roles


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Skill Type Needed by Manager LevelSkill Type Needed by Manager LevelSkill Type Needed by Manager LevelSkill Type Needed by Manager Level

Top

Managers

Middle

Managers

LineManagers

Conceptual Human Technical

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Key Skill Definition

Technical skill The ability to perform a specialized

task involving a particular method or

process

Conceptual and

decisional skills

The ability to identify and resolve

problems for the benefit of the

organization and its members

Interpersonal

and

communication

skills

People skills; the ability to lead,

motivate, and communication

effectively with others

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Managing in the NewManaging in the New

Competitive LandscapeCompetitive Landscape

GlobalizationTechnological

Change

Knowledge

Management

Collaboration

acrossBoundaries

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GlobalizationGlobalization

Strong demand for

products/services

Internet access

across the globe

Strong demand for

talent

Global marketplace

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Technological ChangeTechnological Change

The Internets impact on globalization

Increased speed of communication

The Internet as a marketplace

Problems

Stress when employees/supervisors do notset limits on being connected

Lengthening of the workday due to constant

access

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Knowledge ManagementKnowledge Management

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Growing need for good, new ideas

generates demand forknowledge

workers Managers cannot simply measure output of

knowledge workers

Managers should provide knowledge

workers with interesting work to increasemotivation


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Collaboration across BoundariesCollaboration across Boundaries

People in different parts of the organization

must collaborate with one another

Collaboration also entails moving beyond

the boundaries of the organization itself

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Managing for CompetitiveManaging for Competitive

AdvantageAdvantageKey Concept DefinitionInnovation The introduction of new

goods and services

Quality The excellence of your

product

Service Giving customers what they

want or need, the way they

want it

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AdvantageAdvantageKey Concept DefinitionSpeed Fast and timely

execution, response,

and delivery of results

Cost competitiveness Keeping costs low to

achieve profits and offer

prices attractive tocustomers

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InnovationInnovation

Managers must adapt toManagers must adapt to

Changes in consumer demandChanges in consumer demand

Changes in new competitorsChanges in new competitors

Alternative product/service delivery can beAlternative product/service delivery can beas innovative as new products/servicesas innovative as new products/services

themselvesthemselves

Innovation is driven by globalizationInnovation is driven by globalization

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QualityQuality

Quality standards are increasing

Total quality management

Preventing defects before they occur

Achieving zero defects in manufacturing

Designing products for quality

Goal: Continuous improvement in howthe company operates

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ServiceService

Continually meet customer needs toestablish mutually beneficial long-termrelationships

Make it easy for customers to experiencea service or buy and use products

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SpeedSpeed

Speed involves rapidly

Developing and getting products to market

Responding to customer requests

Speed combined with quality is ameasure of whether a company is

operating efficiently

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Cost CompetitivenessCost Competitiveness

Managing costs requires efficiency

Efficiency is accomplishing goals by usingresources wisely and minimizing waste

Understanding all product/servicespecific costs is essential to managingfor cost competitiveness

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AdvantageAdvantageKey Concept Definition

Delivering all five Incorporating

innovation, quality,service, speed, and

cost competitiveness

Although managers must make some trade-offs, managing for competitive advantage

means successfully delivering a winning mix

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You and Your CareerYou and Your Career

Emotional intelligence

Understanding yourself

Managing yourself

Dealing effectively with others

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Understanding YourselfUnderstanding Yourself

Realizing your strengths and limitationsRealizing your strengths and limitations


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Managing YourselfManaging Yourself

Dealing with your emotionsDealing with your emotions

Making good decisionsMaking good decisions

Seeking and using feedbackSeeking and using feedback

Exercising selfExercising self--controlcontrol

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Dealing Effectively with OthersDealing Effectively with Others

Listening

Showing empathy

Motivating

Leading

Other similar traits

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Tips for Success

Be both a specialist and a generalist

Be self-reliant

Be connected

Actively manage your relationship with yourorganization

Survive and thrive

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Social capital

Goodwill stemming from your socialrelationships

Business decisions both inside and outsidethe organization involve networks of people

Social capital leverages your goodwill tomake you and your organization moresuccessful

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chapter 1 - managing and manager - eng - ok

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