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Презентация на тему Chapter 1. managers & managementsenior lecturer seisinbinova almira

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1–Chapter 1 Managers & ManagementManagement: what is it & what its benefits are?What managers do: the four principal functionsPyramid Power: levels & areas of managementManagers’ RolesManagers’ SkillsWhat are rewards of studying management?Review quiz
Chapter 1. Managers & Management Senior Lecturer Seisinbinova Almira 1–Chapter 1 Managers & ManagementManagement: what is it & what its benefits 1–L E A R N I N G O U T C Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–L E A R 1. Management: what is it & what its benefits are? Management DefinedManagementThe process of getting things done, effectively and efficiently, through and 1–More formallyManagementIs defined as (1) the pursuit of organizational goals efficiently and 1–Note the words efficiency & effectively, which basically means “doing things right”Efficiency Efficiency and Effectiveness Example Boxes, “mini-cases” that use snapshots of real-world institutions to explain EXAMPLE BOXE 2. What managers do: the four principal functions Management  Process  ActivitiesManagement process: planning, organizing, leading, and controlling Management ProcessPlanningIncludes defining goals, establishing strategy, and developing plans to coordinate activitiesOrganizingIncludes Management ProcessLeadingIncludes motivating employees, directing the activities of others, selecting the most 3. Pyramid Power: levels & areas of management Levels of Management Identifying ManagersFirst-line managersSupervisors responsible for directing the day-to-day activities of operative employeesMiddle One kind of top managerJeffrey Immelt, chairman & CEO, has worked at Top managers of another sortMark Zuckerberg, shown at the Palo Alto, California, Copyright © 2004 Prentice Hall, Inc. All rights reserved.Distribution of Time per Areas of ManagementFunctional managersResponsible for just one organizational activity. F. e. Vise Marissa MayerShe joined Google as a search company’s firs female engineer, overseeing Examples of general manager Former CEO Anne Mulcahy of Xerox Corp.Small company Types of Organizations For profit organizations: For making moneyThey formed to make Types of Organizations Mutual-Benefit Organizations: For aiding membersVoluntary collections of members – 4. Managers’ Roles Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–Mintzberg’s Managerial RolesInterpersonal FigureheadLeaderLiaisonInformationalMonitorDisseminatorSpokespersonDecisionalEntrepreneurDisturbance Copyright © 2004 Prentice Hall, Inc. All rights reserved.Importance of Managerial Roles 5. Managers’ Skills 1–General Skills for ManagersConceptual skillsConsists of the ability to think analytically, to 1–Specific Skills for ManagersBehaviors related to a manager’s effectiveness:Controlling the organization’s environment 6. What are rewards of studying management? Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–Why Study Management?We all 7. Review quiz What are the common characteristics of organizations?People / purpose / structure What is doing things the right way?Efficiency What is doing the right things?Effectiveness What is an example of a first line manager?“department head” / “foreman” What might be an example of a middle manager?“division head” / “plant What might be an example of a top manager?CEO (Chief executive officer), What are the four function of management?POLC What are the three role of managers?Interpersonal InformationalDecisional
Слайды презентации

Слайд 2 1–
Chapter 1 Managers & Management
Management: what is it

1–Chapter 1 Managers & ManagementManagement: what is it & what its

& what its benefits are?
What managers do: the four

principal functions
Pyramid Power: levels & areas of management
Managers’ Roles
Managers’ Skills
What are rewards of studying management?
Review quiz



Слайд 3 1–
L E A R N I N G

1–L E A R N I N G O U T

O U T C O M E S At the

end of this lesson, you should be able to:

Explain what is meant by the term management, who are managers
Differentiate between efficiency and effectiveness.
Describe the four primary processes of management.
Classify the three levels of managers and identify the primary responsibility of each group.


Слайд 4 Copyright © 2004 Prentice Hall, Inc. All rights

Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–L E A

reserved.
1–
L E A R N I N G O

U T C O M E S (cont’d) At the end of this lesson, you should be able to:

Summarize the essential roles performed by managers.
Discuss whether the manager’s job is generic.
Describe the three general skills necessary for becoming a successful manager.
Describe the value of studying management.


Слайд 5 1. Management: what is it & what its

1. Management: what is it & what its benefits are?

benefits are?


Слайд 6 Management Defined
Management
The process of getting things done, effectively

Management DefinedManagementThe process of getting things done, effectively and efficiently, through

and efficiently, through and with other people
Thus managers are

task oriented, achievement oriented, and people oriented. And they operated within an organization.
Organization – a group of people who work together to achieve some specific purpose.
Common characteristics
Goals
Structure
People




Слайд 7 1–
More formally
Management
Is defined as (1) the pursuit of

1–More formallyManagementIs defined as (1) the pursuit of organizational goals efficiently

organizational goals efficiently and effectively by (2) integrating the

work of people through (3) planning, organizing, leading, and controlling the organization’s resources.



Слайд 8 1–
Note the words efficiency & effectively, which basically

1–Note the words efficiency & effectively, which basically means “doing things

means “doing things right”
Efficiency – the means.
Means doing the

thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs
Effectiveness – the ends.
Means doing the right things; goal attainment



Слайд 9 Efficiency and Effectiveness

Efficiency and Effectiveness

Слайд 10 Example Boxes, “mini-cases” that use snapshots of

Example Boxes, “mini-cases” that use snapshots of real-world institutions to

real-world institutions to explain text concepts. “Your Call” invites

student critical thinking and class discussion at the end of each example.

Слайд 11 EXAMPLE BOXE

EXAMPLE BOXE

Слайд 12 2. What managers do: the four principal functions

2. What managers do: the four principal functions

Слайд 13 Management Process Activities
Management process: planning, organizing, leading, and controlling

Management Process ActivitiesManagement process: planning, organizing, leading, and controlling

Слайд 14 Management Process
Planning
Includes defining goals, establishing strategy, and developing

Management ProcessPlanningIncludes defining goals, establishing strategy, and developing plans to coordinate

plans to coordinate activities
Organizing
Includes determining what tasks to be

done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made

Слайд 15 Management Process
Leading
Includes motivating employees, directing the activities of

Management ProcessLeadingIncludes motivating employees, directing the activities of others, selecting the

others, selecting the most effective communication channel, and resolving

conflicts
Controlling
The process of monitoring performance, comparing it with goals, and correcting any significant deviations

Слайд 16 3. Pyramid Power: levels & areas of management

3. Pyramid Power: levels & areas of management

Слайд 17 Levels of Management

Levels of Management

Слайд 18 Identifying Managers
First-line managers
Supervisors responsible for directing the day-to-day

Identifying ManagersFirst-line managersSupervisors responsible for directing the day-to-day activities of operative

activities of operative employees
Middle managers
They implement the policies and

plans of the top managers above them and supervise and coordinate the activities of the first-line managers
Top managers
Individuals who are responsible for making decisions about the direction of the organization and establishing objectives, policies & strategies that affect all organizational members

Слайд 19 One kind of top manager
Jeffrey Immelt, chairman &

One kind of top managerJeffrey Immelt, chairman & CEO, has worked

CEO, has worked at General Electric for over 28

years. Known for its consumer appliances, CEO also sells aircraft engines, lighting, and medical equipment.

1–


Слайд 20 Top managers of another sort
Mark Zuckerberg, shown at

Top managers of another sortMark Zuckerberg, shown at the Palo Alto,

the Palo Alto, California, headquarters of Facebook, has become

todays most watched techno-entrepreneurs. He founded the well-known social networking site in his dorm room at Harvard during a semester break in 2004.

1–


Слайд 21 Copyright © 2004 Prentice Hall, Inc. All rights

Copyright © 2004 Prentice Hall, Inc. All rights reserved.Distribution of Time

reserved.
Distribution of Time per Activity by Organizational Level
Source: Adapted

from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, “The Job(s) of Management,” Industrial Relations 4, No.2 (1965), p.103.

Слайд 22 Areas of Management
Functional managers
Responsible for just one organizational

Areas of ManagementFunctional managersResponsible for just one organizational activity. F. e.

activity. F. e. Vise President of production, Director of

Finance, Administrator of Human Resources.

General managers
Responsible for several organizational activities. F. e. Executive Vise President, CEO.

Слайд 23 Marissa Mayer
She joined Google as a search company’s

Marissa MayerShe joined Google as a search company’s firs female engineer,

firs female engineer, overseeing the development of Web search,

Google Earth, and Google Desktop, and several other products. Leading this specialized sort of research & development activity makes her a functional manager.

1–


Слайд 24 Examples of general manager
Former CEO Anne Mulcahy

Examples of general manager Former CEO Anne Mulcahy of Xerox Corp.Small

of Xerox Corp.
Small company CEOs Gayle Martz, head of

Shepra’s Pet Traiding Co,, $4 million NY Company with 10 employees that sell travel carriers for dog and cats.

1–


Слайд 25 Types of Organizations
For profit organizations: For making

Types of Organizations For profit organizations: For making moneyThey formed to

money
They formed to make money, or profit, by offering

products or services.
Nonprofit organizations: For offering services
Nonprofit organizations may be either in the public sector, such as our University, or in the private sector, such as University of Astana. Examples: hospitals, colleges, and social-welfare agencies.
One type of nonprofit organizations is called commonweal organizations, which offer services for all clients: military services, Postal services, local Fire and Police departments

Слайд 26 Types of Organizations
Mutual-Benefit Organizations: For aiding members
Voluntary

Types of Organizations Mutual-Benefit Organizations: For aiding membersVoluntary collections of members

collections of members – political parties, farm cooperatives, labor

unions, trade associations, and clubs – whose purpose is to advance members’ interests.

Слайд 27 4. Managers’ Roles

4. Managers’ Roles

Слайд 28 Copyright © 2004 Prentice Hall, Inc. All rights

Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–Mintzberg’s Managerial RolesInterpersonal

reserved.
1–
Mintzberg’s Managerial Roles
Interpersonal
Figurehead
Leader
Liaison
Informational
Monitor
Disseminator
Spokesperson
Decisional
Entrepreneur
Disturbance hander
Resource allocator
Negotiator

EXHIBIT 1.5
Source: Adapted from

The Nature of Managerial Work (paperback) by H. Mintzberg, Table 2, pp.92–93. Copyright © 1973 Addison Wesley Longman. Reprinted by permission of Addison Wesley Longman.

Слайд 29 Copyright © 2004 Prentice Hall, Inc. All rights

Copyright © 2004 Prentice Hall, Inc. All rights reserved.Importance of Managerial

reserved.
Importance of Managerial Roles in Small and Large Businesses
Source:

Adapted from J. G. P. Paolillo, “The Manager’s Self Assessments of Managerial Roles: Small vs. Large Firms,” American Journals of Small Business, January–March 1984, pp.61–62.

Слайд 30 5. Managers’ Skills

5. Managers’ Skills

Слайд 31 1–
General Skills for Managers
Conceptual skills
Consists of the ability

1–General Skills for ManagersConceptual skillsConsists of the ability to think analytically,

to think analytically, to visualize an organization as a

whole and understand how the parts work together. Particular important for top managers.
Interpersonal skills / Human skills
A manager’s ability to work with, understand, mentor, inspire trust and motivate others, both individually and in groups.
Technical skills
A manager’s ability to use the tools, procedures, and techniques of a specialized field. Having the requisite technical skills seems to be most important at lower levels of management.

Слайд 32 1–
Specific Skills for Managers
Behaviors related to a manager’s

1–Specific Skills for ManagersBehaviors related to a manager’s effectiveness:Controlling the organization’s

effectiveness:
Controlling the organization’s environment and its resources.
Organizing and coordinating.
Handling

information.
Providing for growth and development.
Motivating employees and handling conflicts.
Strategic problem solving.

Слайд 33 6. What are rewards of studying management?

6. What are rewards of studying management?

Слайд 34 Copyright © 2004 Prentice Hall, Inc. All rights

Copyright © 2004 Prentice Hall, Inc. All rights reserved.1–Why Study Management?We

reserved.
1–
Why Study Management?
We all have a vested interest in

improving the way organizations are managed.
Better organizations are, in part, the result of good management.
You will eventually either manage or be managed
Gaining an understanding of the management process provides the foundation for developing management skills and insight into the behavior of individuals and the organizations.

Слайд 35 7. Review quiz

7. Review quiz

Слайд 36 What are the common characteristics of organizations?
People /

What are the common characteristics of organizations?People / purpose / structure

purpose / structure


Слайд 37 What is doing things the right way?
Efficiency

What is doing things the right way?Efficiency

Слайд 38 What is doing the right things?
Effectiveness

What is doing the right things?Effectiveness

Слайд 39 What is an example of a first line

What is an example of a first line manager?“department head” /

manager?
“department head” / “foreman” / “supervisor” / “team leader”


Слайд 40 What might be an example of a middle

What might be an example of a middle manager?“division head” /

manager?
“division head” / “plant manager” / “branch sales manager”

/ “dean of faculty”

Слайд 41 What might be an example of a top

What might be an example of a top manager?CEO (Chief executive

manager?
CEO (Chief executive officer), COO (Chief operating officer), President,

Senior Vise President

Слайд 42 What are the four function of management?
POLC

What are the four function of management?POLC

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