Fundamentals of Management: 1-1Gao Junshan, UST Beijing Managers and Management

Fundamentals of Management: 1-2Gao Junshan, UST Beijing Where We Are Part 1 Introduction Part 2 Planning Part 3 Organizing Part 4 Leading Part 5 Controlling Chapter 1 Managers and management Chapter 2 Managing in Today’s World Part 1 Introduction Chapter 1 Managers and management

Fundamentals of Management: 1-3Gao Junshan, UST Beijing Chapter Guide Three starting concepts Nature of management –Functional view on Management –Manager’s role model –Universality of management Skills and competencies of managers Management as a field of study –Relevant disciplines to management –Evolution of modern management practices –Contemporary approaches on Management

Fundamentals of Management: 1-4Gao Junshan, UST Beijing An organization is a systematic arrangement of people to accomplish some specific purpose. Define Organization Starting concepts: Organization

Fundamentals of Management: 1-5Gao Junshan, UST Beijing StructurePeople A Goals B Common Characteristics of Organizations Starting concepts: Organization

Fundamentals of Management: 1-6Gao Junshan, UST Beijing Managers are individuals in an organization who direct the activities of others. Operatives are the people who work directly. Define Managers Starting concepts: Managers

Fundamentals of Management: 1-7Gao Junshan, UST Beijing Middle Managers First-Line Managers Operative Employees Top Managers The Levels of an Organization Supervise Others Work on Jobs Starting concepts: Managers

Fundamentals of Management: 1-8Gao Junshan, UST Beijing Guidelines for Mentoring Others Communicate honestly and openly with your protégé Encourage honest and open communication from your protégé Treat the relationship with the protégé as a learning opportunity Take time to get to know your your protégé Management skills: Mentoring

Fundamentals of Management: 1-9Gao Junshan, UST Beijing The term management refers to the process of getting things done effectively and efficiently, through and with other people. Define Management Starting concepts: management

Fundamentals of Management: 1-10Gao Junshan, UST Beijing Efficiency and Effectiveness Means: Efficiency GOALATTAINMEMTGOALATTAINMEMT Ends: Effectiveness Goals low waste high attainment Starting concepts: Management RESOURCEUSAGERESOURCEUSAGE

Fundamentals of Management: 1-11Gao Junshan, UST Beijing The Process of Management Planning Controlling Organizing Leading Nature of management: Functional view

Fundamentals of Management: 1-12Gao Junshan, UST Beijing Planning Defining an organization’s goals Establishing strategy for achieving the goals Developing a comprehensive hierarchies of plans to integrate and coordinate activities Nature of management: Functional view

Fundamentals of Management: 1-13Gao Junshan, UST Beijing Organizing Determining What task to be done Determining Who is to do them Determining How the tasks are be grouped Determining Who reports to whom Determining Where decisions are to be made Nature of management: Functional view

Fundamentals of Management: 1-14Gao Junshan, UST Beijing Leading Motivating employees Directing activities of others Resolving conflict among members Selecting effective communication channels Nature of management: Functional view

Fundamentals of Management: 1-15Gao Junshan, UST Beijing Controlling Monitoring the organization’s performance Comparing actual performance with previous set goals Correcting any significant deviations Nature of management: Functional view

Fundamentals of Management: 1-16Gao Junshan, UST Beijing Informational Decisional Interpersonal The Roles of Management The Mintzberg Studies Nature of management: Role model

Fundamentals of Management: 1-17Gao Junshan, UST Beijing Leader Figurehead Liaison InterpersonalRoles Formal Authority and Status Nature of management: Role model

Fundamentals of Management: 1-18Gao Junshan, UST Beijing Disseminator Monitor Spokesman InformationalRoles Interpersonal Roles Nature of management: Role model

Fundamentals of Management: 1-19Gao Junshan, UST Beijing Entrepreneur Negotiator DecisionalRoles DisturbanceHandler ResourceAllocator Informational Roles Nature of management: Role model

Fundamentals of Management: 1-20Gao Junshan, UST Beijing Size of the Organization Organization Level in the Organization Organization Profit Versus Non-Profit Non-Profit Is The Manager’s Job Universal? Nature of management: Role model

Fundamentals of Management: 1-21Gao Junshan, UST Beijing Time per Function by Organizational Level OrganizingLeading Controlling Planning First-Level Managers 24% 51% 10% 15% Middle Managers 18% 33% 13% 36% Top Managers 28% 36% 22% 14% Nature of management: Functional view

Fundamentals of Management: 1-22Gao Junshan, UST Beijing The Roles That Managers Play High Moderate Low Importance Spokesperson Resource Allocator Entrepreneur Figurehead Leader Liaison Monitor Disturbance Handler Negotiator Disseminator Entrepreneur Small FirmsLarge Firms Nature of management: Universality

Fundamentals of Management: 1-23Gao Junshan, UST Beijing Contemporary Management Issues Contemporary DecisionMakingDecisionMakingHandlingChangeHandlingChangeNationalBordersNationalBorders Nature of management: Universality

Fundamentals of Management: 1-24Gao Junshan, UST Beijing Interpersonal Conceptual TechnicalPolitical General Management Skills Skills and competencies: General skills

Fundamentals of Management: 1-25Gao Junshan, UST Beijing Managerial Skills at different levels of Organization Skills and competencies: General skills Top managers Middle managers First-line managers Non managers Concept Skills Human Skills Technical Skills

Fundamentals of Management: 1-26Gao Junshan, UST Beijing Specific Management Skills Controlling the environment and resources Organizing and coordinating Handling information Growing and developing Handling conflicts and motivating employees Strategic problem solving Skills and competencies: Specific Skills

Fundamentals of Management: 1-27Gao Junshan, UST Beijing Management Competencies Initiate and implement change and improvement Monitor, maintain, and improve delivery Monitor and control the use of resources Allocate resources effectively Recruit and select personnel Management Charter Initiative (MCI) Skills and competencies: MCI standards

Fundamentals of Management: 1-28Gao Junshan, UST Beijing Management Competencies Develop teams, individuals, and self Plan, allocate, and evaluate work Create, maintain, and enhance relationships Seek, evaluate, and organize information Exchange business information Management Charter Initiative (MCI) Skills and competencies: MCI Standards

Fundamentals of Management: 1-29Gao Junshan, UST Beijing The Importance of Management The Study of Management Study management: Its importance Management As a Field of Study

Fundamentals of Management: 1-30Gao Junshan, UST Beijing Management and Other Disciplines Anthropology Economics Philosophy Psychology Sociology Political Science Study management: Relevant disciplines

Fundamentals of Management: 1-31Gao Junshan, UST Beijing Frederic Taylor’s Scientific management Max Weber’s Bureaucracy Theory Henri Fayol’s Principles of Management Study management: Historical development (see History Model p28-40) Historical Roots of Management Practice

Fundamentals of Management: 1-32Gao Junshan, UST Beijing Hawthorne Studies and Human Relation Movement The Quantitative Approaches and Management Science Study management: Historical development (see History Model p28-40) Historical Roots of Management Practice

Fundamentals of Management: 1-33Gao Junshan, UST Beijing Process Approach 1920s (Henri Fayol): Plan, Organize, Command, Coordinate, Control 1950s (Harold Koontz): Planning, Organizing, Staffing, Directing, Controlling 1990s (Stephen Robbins): Planning, Organizing, Leading, Controlling Study management: Modern approaches (see History Model p41)

Fundamentals of Management: 1-34Gao Junshan, UST Beijing Process Approach Organizing Determining what needs to be done, and who is to do it. Leading Directing and motivating all involved parties and resolving conflicts Planning Defining goals, establishing strategy, and developing subplans to coordinate activities Controlling Monitoring activities to ensure that they are accomplished as planned Achieving the organization's stated purpose Study management: Modern approaches (see History Model p41)

Fundamentals of Management: 1-35Gao Junshan, UST Beijing Systems Approach System: A set of interrelated and interdependent parts arranged in a manner that produces a unified whole. Environment and system: System interact with the environment by exchanging materials, energy and information. System view on management: Organizations do not operate in isolation, their survival and growth often depends on successful interactions with the external environment. Study management: Modern approaches (see History Model p41)

Fundamentals of Management: 1-36Gao Junshan, UST Beijing Systems Approach Social Technological Global Political The Organization Economic Public Pressure Groups Suppliers Customers Labor Unions Government Competitors Study management: Modern approaches (see History Model p41)

Fundamentals of Management: 1-37Gao Junshan, UST Beijing Contingency Approach Study management: Modern approaches (see History Model p42) What is the best way to management ?.... It all depends. What it depends on ?.... It depends Contingency factors or contingency variables. What are contingency variables ?.... You can get hundreds of them.

Fundamentals of Management: 1-38Gao Junshan, UST Beijing Contingency Approach Organization Size Routineness of Task Technology Environmental Uncertainty Individual Differences Effective Management Study management: Modern approaches (see History Model p42)

Fundamentals of Management: 1-39Gao Junshan, UST Beijing Chapter Summary Managers vs. operative employees Meaning of management Efficiency and effectiveness Four primary management processes Three levels of managers

Fundamentals of Management: 1-40Gao Junshan, UST Beijing Chapter Summary Essential roles of managers Generic character of the manager’s job Skills of successful managers Value of studying management Relevant Disciplines to management

Fundamentals of Management: 1-41Gao Junshan, UST Beijing Chapter Summary Prominent early contributors Hawthorne studies Process approach System approach Contingency approach