Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-1 Management Process and Goal Attainment Bias for action Closeness to customer Autonomy and entrepreneurship Productivity through people Hands-on, value-driven orientation “Sticking to the knitting’’ Simple organizational form with lean staff Simultaneous loose-tight properties
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-2
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-3 Management and Organizational Resources 1.Human 2.Monetary 3.Raw materials 4.Capital Managerial Effectiveness Managerial Efficiency
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-4
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-5 Managerial Effectiveness: Best use of resources. Best reach of goals and objectives. Managerial Efficiency: is the proportion of total organizational resources that contribute to productivity during the manufacturing process. Higher this proportion more efficient is the manager. If more resources are wasted during the production process more inefficient is the manager.
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-6
Management Skill is the ability to carry out the process of reaching organizational goals by working with and through people and other organizational resources. Classical View: Robert L.Katz states that managers ability to perform is a result of their managerial skill. - Technical - Human - Conceptual skill are important according to Katz. Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-7
Defining Management Skill Management Skill: A Classic View Technical Skills Human Skills Conceptual Skills Management Skill: A Contemporary View 1. Define major activities that managers typically perform 2. List skills needed to carry out these activities successfully Major activities that modern managers typically perform: 1.Task-related activities(planning, organizing, controlling,..) 2.People-related activities(motivation, support, encouragement) 3.Change-related activities(mgmt efforts aimed at modifying org. Components, e.g monitoring external environment, prpose new strategies, encourage innovative thinking, take risks and promote nedded change) Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-8
- Technical Skills: ability to apply specialized knowledge and expertise to work-related techniques and procedures e.g engineering, computer prog., accounting - Human Skills: build cooperation within the team being led e.g attitudes, communication, group interest so working with people. - Conceptual skill: ability to see the organization as a whole and its relation with its environment. As management moves from lower level to upper level conceptual skills becomes more important and technical skills less important and HK equally important. Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-9
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-10
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-11
Applies to all types of organizations Varies from one type of organization to another The Theory of Characteristics Henri Fayol Positive physical and mental qualities Special knowledge related to operation B. C. Forbes Personal qualities Enthusiasm Earnestness of purpose Confidence Faith in their own worthiness Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-12
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-13 A Definition of Career Career Stages, Life Stages, and Performance Exploration Stage Establishment Stage Maintenance Stage Career plateauing Decline Stage
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-14
Promoting Your Own Career Special Career Issues Women Managers Dual-Career Couples How Dual-Career Couples Cope Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-15
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-16
Copyright ©2012 Pearson Education, Inc. Publishing as Prentice Hall 1-17
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall