copyright © 2010 pearson education, inc. publishing as prentice hall today’s agenda introductions...
TRANSCRIPT
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Today’s AgendaToday’s AgendaIntroductions & Class ExerciseIntroductions & Class Exercise
Syllabus ReviewSyllabus ReviewWho are Managers? What do they do? (Ch. 1)Who are Managers? What do they do? (Ch. 1)
Tracing the Study of Management (Ch. 2) Tracing the Study of Management (Ch. 2)
Welcome!Principles of Management BU227 Fall 2009
Instructor: Michelle Day
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Learning OutcomesLearning Outcomes
1.1 Who Are Managers?
1.2 What Is Management?
1.3 What Do Managers Do?
1.4 Why Study Management?
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Who Are Managers?Who Are Managers?
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Exhibit 1–1 Women in Managerial Positions Around the World
Women in
Management
Australia 41.9 percent
Canada 36.3 percent
Germany 35.6 percent
Japan 10.1 percent
Philippines 57.8 percent
United States 50.6 percent
Women in Top
Manager’s Job
3.0 percent
4.2 percent
N/A
N/A
N/A2.6 percent
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Exhibit 1–2Exhibit 1–2 Managerial LevelsManagerial Levels
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What Is Management?What Is Management?
• Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
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What Is Management?What Is Management?• Managerial ConcernsManagerial Concerns
EfficiencyEfficiency ““Doing things right”Doing things right”
– Getting the most output Getting the most output for the least inputsfor the least inputs
EffectivenessEffectiveness ““Doing the right things”Doing the right things”
– Attaining organizational Attaining organizational goalsgoals
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Exhibit 1–3Exhibit 1–3 Effectiveness and Efficiency in Effectiveness and Efficiency in Management Management
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What Managers Do?What Managers Do?
• Three Approaches to Defining What Managers Three Approaches to Defining What Managers Do.Do. Functions they perform.Functions they perform. Roles they play.Roles they play. Skills they need.Skills they need.
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What Managers Do?What Managers Do?• Functions Manager’s PerformFunctions Manager’s Perform
PlanningPlanningOrganizingOrganizingLeadingLeadingControllingControlling
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Mintzberg and RolesMintzberg and Roles
Says….“There are 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.”
People
Action
Information
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What Managers Do? What Managers Do?
• Management Roles Management Roles (Mintzberg)(Mintzberg) Interpersonal rolesInterpersonal roles
Figurehead, leader, liaisonFigurehead, leader, liaison
Informational rolesInformational roles Monitor, disseminator, Monitor, disseminator,
spokespersonspokesperson
Decisional rolesDecisional roles Entrepreneur, disturbance Entrepreneur, disturbance
handler, resource allocator, handler, resource allocator, negotiatornegotiator
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What Managers Do (Mintzberg)What Managers Do (Mintzberg)
• ActionsActions thoughtful thinkingthoughtful thinking practical doingpractical doing
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• Interpersonal Roles• Figurehead• Leader• Liaison
• Informational Roles• Monitor• Disseminator• Spokesperson
• Decisional Roles• Entrepreneur• Disturbance handler• Resource allocator• Negotiator
Exhibit 1.5 Mintzberg’s Managerial Roles
Adapted from Mintzberg, Henry,The Nature of Managerial Work,1st Edition, © 1980, pp. 93–94..
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What Managers Do? What Managers Do?
• Skills Managers Need Skills Managers Need Technical skillsTechnical skills
Knowledge and proficiency in a specific fieldKnowledge and proficiency in a specific field
Human skillsHuman skills The ability to work well with other peopleThe ability to work well with other people
Conceptual skillsConceptual skills The ability to think and conceptualize about abstract and The ability to think and conceptualize about abstract and
complex situations concerning the organizationcomplex situations concerning the organization
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Exhibit 1–6 Skills Needed at Different Exhibit 1–6 Skills Needed at Different Management Levels Management Levels
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How The Manager’s Job Is How The Manager’s Job Is ChangingChanging• The Increasing Importance of CustomersThe Increasing Importance of Customers
Customers: the reason that organizations existCustomers: the reason that organizations exist• Nordstrom’s Nordstrom’s
• InnovationInnovation Doing things differently, exploring new territory, and Doing things differently, exploring new territory, and
taking riskstaking risks
• CANAM STEELCANAM STEEL
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Exhibit 1–8Exhibit 1–8Changes Changes Affecting a Affecting a Manager’s JobManager’s Job
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Exhibit 1–10 Universal Need for ManagementExhibit 1–10 Universal Need for Management
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Exhibit 1–11 Rewards and Challenges of Exhibit 1–11 Rewards and Challenges of Being A Manager Being A Manager