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1、Introduction to Management and Organizations,Chapter1, 2007 Prentice Hall, Inc. All rights reserved.,L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.,Who Are Managers? Explain how managers differ from non-managerial employees. Describe how to classify ma
2、nagers in organizations. What Is Management? Define management. Explain why efficiency and effectiveness are important to management.,2, 2007 Prentice Hall, Inc. All rights reserved. *,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,What Do Mana
3、gers Do? Describe the four functions of management. Explain Mintzbergs managerial roles. Describe Katzs three essential managerial skills and how the importance of these skills changes depending on managerial level. Discuss the changes that are impacting managers jobs. Explain why customer service a
4、nd innovation are important to the managers job.,3, 2007 Prentice Hall, Inc. All rights reserved. *,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,What Is An Organization? Describe the characteristics of an organization. Explain how the concept
5、 of an organization is changing. Why Study Management? Explain the universality of management concept. Discuss why an understanding of management is important. Describe the rewards and challenges of being a manager.,4, 2007 Prentice Hall, Inc. All rights reserved. *,Who Are Managers?,Manager Someone
6、 who coordinates and oversees the work of other people so that organizational goals can be accomplished.,5, 2007 Prentice Hall, Inc. All rights reserved. *,Classifying Managers,First-line Managers Individuals who manage the work of non-managerial employees. Middle Managers Individuals who manage the
7、 work of first-line managers. Top Managers Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.,6, 2007 Prentice Hall, Inc. All rights reserved. *,Exhibit 11Managerial Levels,7, 2007 Prentice Hall, Inc. All right
8、s reserved. *,What Is Management?,Managerial Concerns Efficiency “Doing things right” Getting the most output for the least inputs Effectiveness “Doing the right things” Attaining organizational goals,8, 2007 Prentice Hall, Inc. All rights reserved. *,Exhibit 12Effectiveness and Efficiency in Manage
9、ment,9, 2007 Prentice Hall, Inc. All rights reserved. *,What Do Managers Do?,Functional Approach Planning Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizing Arranging and structuring work to accomplish organizational goals. L
10、eading Working with and through people to accomplish goals. Controlling Monitoring, comparing, and correcting work.,10, 2007 Prentice Hall, Inc. All rights reserved. *,Exhibit 13Management Functions,11, 2007 Prentice Hall, Inc. All rights reserved. *,What Do Managers Do? (contd),Management Roles App
11、roach (Mintzberg) Interpersonal roles Figurehead, leader, liaison Informational roles Monitor, disseminator, spokesperson Decisional roles Disturbance handler, resource allocator, negotiator,12, 2007 Prentice Hall, Inc. All rights reserved. *,What Managers Actually Do (Mintzberg),Interaction with ot
12、hers with the organization with the external context of the organization Reflection thoughtful thinking Action practical doing,13, 2007 Prentice Hall, Inc. All rights reserved. *,What Do Managers Do? (contd),Skills Approach Technical skills Knowledge and proficiency in a specific field Human skills
13、The ability to work well with other people Conceptual skills The ability to think and conceptualize about abstract and complex situations concerning the organization,14, 2007 Prentice Hall, Inc. All rights reserved. *,Exhibit 15Skills Needed at Different Management Levels,15, 2007 Prentice Hall, Inc
14、. All rights reserved. *,Exhibit 16Conceptual Skills,Using information to solve business problems Identifying of opportunities for innovation Recognizing problem areas and implementing solutions Selecting critical information from masses of data Understanding of business uses of technology Understan
15、ding of organizations business model,Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (), October 30, 2002.,16, 2007 Prentice Hall, Inc. All rights reserved. *,Exhibit 16Communication Skills,Ability to transform id
16、eas into words and actions Credibility among colleagues, peers, and subordinates Listening and asking questions Presentation skills; spoken format Presentation skills; written and/or graphic formats,Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (), October 30, 2002.,17, 2007 Prentice Hall, Inc. All rights reserved. *,Exhibit 16Effectiveness Skills,Contributing to corporate mission/departmental objectives Cus
