Professional Documents
Culture Documents
REM 054 Management and Marketing Development Skills Fall Semester 2010-2011 Dr. Ziad F. Haddad
Chapter One
Introduction to Management and Organizations
Learning Outline
Who Are Managers?
We will explain how manager differ from nonmanagerial employees. We will discuss how to classify managers in organizations.
What Is Management?
Define management. Contrast efficiency and effectiveness.
Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.
Middle Managers:
Large group of managers in organizations who are primarily responsible for implementing the policies and plans of top managers. They manage the work of first-line managers.
Top Managers:
The relatively small group of executives who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
Managerial Levels
Financial Managers:
Deal primarily with an organizations financial resourcesaccounting, cash management, and investments.
Operations Managers:
Concerned with creating and managing the systems that create organizations products and servicesproduction control, inventory, quality control, plant layout, site selection.
Administrative Managers:
Generalists who are familiar with all functional areas of management and who are not associated with any particular management specialty.
Middle managers
First-line managers
Areas of Management
What is an organization?
A group of people working together in a structured and coordinated fashion to achieve a set of goals.
Organizational Resources
Human resources:
Managerial talent and labor
Financial resources:
Capital investments to support ongoing and long-term operations
Informational Resources:
Usable data, information linkages
What is Management?
A set of interrelated activities including:
planning and decision making, organizing, leading, and controlling;
with the aim of achieving organizational goals in an efficient and effective manner.
Management in Organizations
Planning and decision making Inputs from the environment Human resources Financial resources Physical and technological Information resources Goals attained Efficiently Effectively Organizing
Controlling
Leading
Organizing:
Determining how activities and resources are to be grouped.
Leading:
The set of processes used to get members of the organization to work together to advance the interests of the organization.
Controlling:
Monitoring the organizations progress towards its goals.
Leading: Motivating members of the organization to work in the best interests of the organization
Management Functions
EFFICIENCY
EFFECTIVENESS
Sample Activities
Attending ribbon-cutting ceremony for new plant Encouraging employees to improve productivity Coordinating activities of two projects Scanning industry reports to stay abreast of developments Sending memos outlining new organizational initiatives Making a speech to discuss growth plans Developing new ideas for innovation Resolving conflict between two subordinates Reviewing and revising budget requests Reaching agreement with a key supplier or labor union
Interpersonal Figurehead
Informational Monitor
Disseminator Spokesperson
Decisional
Managerial Skills
Technical Skills:
Skills necessary to accomplish or understand the specific kind of work being done in an organization.
Interpersonal Skills:
The ability to communicate with, understand, and motivate both individuals and groups.
Conceptual Skills:
The managers ability to think in the abstract.
Diagnostic Skills:
The managers ability to visualize the most appropriate response to a situation.
Decision-Making Skills:
The managers ability to recognize and define problems and opportunities correctly and then to select an appropriate course of action to solve the problems and capitalize on opportunities.
Time-Management Skills:
The managers ability to prioritize work, to work efficiently, and to delegate appropriately.
Art of Management:
Decisions are made and problems solved using a blend of intuition, experience, instinct, and personal insights. Requires the use of conceptual, communication, interpersonal, and time-management skills to successfully accomplish the tasks associated with managerial activities.
offers challenging, exciting and creative opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewards for their efforts.
Becoming a Manager?
Sources of Management Skills:
Sound educational base; continued life-long educational experiences Successful acquisition and utilization of basic management skills Initial job experiences; continued experiences through a variety of job assignments
customer relationships is the responsibility of all managers and employees. Consistent high quality customer service is essential for survival.
Innovation
Doing things differently, exploring new territory, and taking risks
Managers
Management History