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Management ppt


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Management ppt

  1. 1. Principles of Management MGT 301Muhammad Jameel Qazi
  2. 2. Management: A Competency Base Approach
  3. 3. Chapter 1Managing in a Dynamic Environment
  4. 4. Learning Objectives Define Managers And Management. Explain What Managers Do. Describe The Competencies Used In Managerial Work And Assess Your Current Competency Levels.
  5. 5. Introductory Concepts: What Are Managerial Competencies? Competency – a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness Managerial Competencies – sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations
  6. 6. Why are Managerial Competencies Important? You need to use your strengths to do your best You need to know your weaknesses You need developmental experiences at work to become successful leaders and address your weakness You probably like to be challenged with new learning opportunities Organizations do not want to waste human resources Globalization deregulation, restructuring, and new competitors add to the complexity of running a business
  7. 7. A Model of Managerial Competencies (adapted from Figure 1.1) Communication Competency Planning and Teamwork AdministrationCompetency Competency Global Strategic Awareness ActionCompetency Self-Management Competency Competency
  8. 8. A Model of Managerial Competencies (adapted from Figure 1.1) Communication Competency Planning and Teamwork AdministrationCompetency Managerial Competency Effectiveness Global Strategic Awareness ActionCompetency Self-Management Competency Competency
  9. 9. What Is An Organization? A formal and coordinated group of people who function to achieve particular goals These goals cannot be achieved by individuals acting alone An organization has a structure, discussed in depth in Chapter 11
  10. 10. Characteristics of an Organization An organization has a structure. An organization consists of a group of people striving to reach goals that individuals acting alone could not achieve.
  11. 11. ManagementOrganizationTwo or more people who work together in a structuredway to achieve a specific goal or set of goals.GoalsPurpose that an organization strives to achieve;organizations often have more than one goals, goals arefundamental elements of organization.The Role of ManagementTo guide the organizations towards goalaccomplishment
  12. 12. - People responsible fordirecting the efforts aimedat helping organizationsachieve their goals.- A person who plans,organizes, directs andcontrols the allocation ofhuman, material, financial,and information resourcesin pursuit of theorganization’s goals.
  13. 13. Management Management refers to the tasks and activities involved in directing an organization or one of its units: planning, organizing, leading, and controlling. The process of reaching organizational goals by working with and through people and other organizational resources.
  14. 14.  Function: A classification referring to a group of similar activities in an organization like marketing or operations. Functional Managers: A manager responsible for just one organizational activity such as accounting, human resources, sales, finance, marketing, or production  Focus on technical areas of expertise  Use communication, planning and administration, teamwork and self- management competencies to get work done
  15. 15. (cont’d) General Managers: responsible for the operations of more complex units—for example, a company or division  Oversee work of functional managers  Responsible for all the activities of the unit  Need to acquire strategic and multicultural competencies to guide organization Many Other types of managers
  16. 16. Basic Managerial Functions (adapted from Figure 1.2) Organizing LeadingPlanning Controlling
  17. 17. Management Process and Goal Attainment
  18. 18. Management and Organizational Resources
  19. 19. Planning involves tasksthat must be performed toattain organizational goals,outlining how the tasksmust be performed, andindicating when theyshould be performed.
  20. 20. Planning Determining organizational goals and means to reach them Managers plan for three reasons 1. Establish an overall direction for the organization’s future 2. Identify and commit resources to achieving goals 3. Decide which tasks must be done to reach those goals Discussed in depth in Chapter 7 & 8
  21. 21. Organizing means assigning the planned tasks tovarious individuals or groups within theorganization and cresting a mechanism to put plansinto action.
  22. 22. Organizing Process of deciding where decisions will be made, who will perform what jobs and tasks, and who will report to whom in the company Includes creating departments and job descriptions
  23. 23. Leading (Influencing) means guiding the activitiesof the organization members in appropriatedirections. Objective is to improve productivity.
  24. 24. Leading Getting others to perform the necessary tasks by motivating them to achieve the organization’s goals Crucial element in all functions Discussed throughout the book and in depth in Chapter 15—Dynamics of Leadership
  25. 25. 1. Gather information that measures recent performance2. Compare present performance to pre-established standards3. Determine modifications to meet pre-established standards
  26. 26. Controlling Process by which a person, group, or organization consciously monitors performance and takes corrective action Discussed in depth in Chapter 10
  27. 27. Basic Levels of Management (adapted from Figure 1.3) Top Managers Middle Managers First-Line Managers Nonmanagers
  28. 28. Top Managers Responsible for providing the overall direction of an organization Develop goals and strategies for entire organization Spend most of their time planning and leading Communicate with key stakeholders—stockholders, unions, governmental agencies, etc., company policies Use of multicultural and strategic action competencies to lead firm is crucial
  29. 29. Levels of Management First-line Managers: have direct responsibility for producing goods or services Foreman, supervisors, clerical supervisors Middle Managers:  Coordinate employee activities  Determine which goods or services to provide  Decide how to market goods or services to customers Assistant Manager, Manager (Section Head) Top Managers: provide the overall direction of an organization Chief Executive Officer, President, Vice President
  30. 30. First-line Managers Directly responsible for production of goods or services Employees who report to first-line managers do the organization’s work Spend little time with top managers in large organizations Technical expertise is important Rely on planning and administration, self-management, teamwork, and communication competencies to get work done
  31. 31. Middle Managers Responsible for setting objectives that are consistent with top management’s goals and translating them into specific goals and plans for first-line managers to implement Responsible for coordinating activities of first-line managers Establish target dates for products/services to be delivered Need to coordinate with others for resources Ability to develop others is important Rely on communication, teamwork, and planning and administration competencies to achieve goals
  32. 32. Management Level and Skills
  33. 33. Introductory Concepts: What Are Managerial Competencies? Competency – a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness Managerial Competencies – sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations
  34. 34. Six Core Managerial Competencies: What It Takes to Be a Great Manager Communication Competency Planning and Administration Competency Teamwork Competency Strategic Action Competency Multicultural Competency Self-Management Competency
  35. 35. Communication Competency Ability to effectively transfer and exchange information that leads to understanding between yourself and others Informal Communication  Used to build social networks and good interpersonal relations Formal Communication  Used to announce major events/decisions/ activities and keep individuals up to date Negotiation  Used to settle disputes, obtain resources, and exercise influence
  36. 36.  Deciding what tasks need to be done, determining how they can be done, allocating resources to enable them to be done, and then monitoring progress to ensure that they are done Information gathering, analysis, and problem solving from employees and customers Planning and organizing projects with agreed upon completion dates Time management Budgeting and financial management
  37. 37.  Accomplishing tasks through small groups of people who are collectively responsible and whose job requires coordination Designing teams properly involves having people participate in setting goals Creating a supportive team environment gets people committed to the team’s goals Managing team dynamics involves settling conflicts, sharing team success, and assign tasks that use team members’ strengths
  38. 38. Strategic Action Competency Understanding the overall mission and values of the organization and ensuring that employees’ actions match with them Understanding how departments or divisions of the organization are interrelated Taking key strategic actions to position the firm for success, especially in relation to concern of stakeholders Leapfrogging competitors
  39. 39. Snapshot “Sony must sell off businesses that don’t fit its core strategy of fusing gadgets with films, music, and game software. That means selling off its businesses in its Sony Financial Holdings, which are very profitable.”Howard Stringer, CEO, Sony
  40. 40. Multicultural Competency Understanding, appreciating and responding to diverse political, cultural, and economic issues across and within nations Cultural knowledge and understanding of the events in at least a few other cultures Cultural openness and sensitivity to how others think, act, and feel Respectful of social etiquette variations Accepting of language differences
  41. 41. Self-Management Competency Developing yourself and taking responsibility Integrity and ethical conduct Personal drive and resilience Balancing work and life issues Self-awareness and personal development activities
  42. 42. Self-Management CompetencySnapshot “My strengths and weaknesses haven’t changed a lot in 51 years. The important thing is to recognize the things you don’t do well and build a team that reflects what you know the company needs.” Anne Mulcahy, CEO, Xerox
  43. 43. Learning Framework for Managing Part I: Overview of Management Part II: Managing the Environment Part III: Planning and Control Part IV: Organizing Part V; Leading