1. MGT 200 Management Theory 4 Required Reading: Chapter 1 of textbook: Management 7th Edition by Robbins & Coulter 4 Topic: Introduction to Management

2. Introduction to Management 4 Learning Objectives: 1.Define “manager,” “management” and “organization” 2.Describe what managers do 3.Understand the skills needed to be a good manager

3. What Is An Organization? 4 A deliberate arrangement of people to accomplish some specific purpose 4 Any structured group of people working together to achieve certain goals that individuals could not achieve alone

4. What Is A Manager? 4 Someone who works with and through others 4 By coordinating their work activities 4 To accomplish organizational goals

5. What Is Management? 1.The process of coordinating work activities so they are completed efficiently and effectively with and through other people. 2. A group of individuals within an organization who hold managerial positions who make key directional decisions and are held accountable for results

6. Classifications of Management 4 First line supervisors –directly responsible for production of goods or services 4 Middle managers –translate organizational strategies and goals into specific objectives and plans for an area or task 4 Executives –responsible for overall direction and operation of an organization and results

7. Basic Management Tasks ¬ Planning –Define organization mission, vision, values –Develop overall goals and specific objectives for future performance –Decide ways to reach them

8. Basic Management Tasks ­ Organizing –Create a structure of relationships for the organization’s human resources that enables them to carry out plans to meet organizational goals –Select and assign people to specific roles and tasks

9. Basic Management Tasks ® Leading –Communicate with and motivate others –To perform the tasks necessary to achieve organizational goals

10. Basic Management Tasks ¯ Controlling –Monitor and evaluate performance –Take corrective action –To ensure achievement of organizational goals

11. Functional vs. General Managers Functional Managers Oversee a specific area of an operation Task diversity LOW Technical skills HIGH General Managers Responsible for multiple (or all) areas of an operation Task diversity HIGH Technical skills LOW

12. Managerial Skills 4 Technical skills –proficiency in a specialized field 4 Human relations skills –work with and through others 4 Conceptual skills –deal with abstract and complex situations

13. Conceptual Skills 4 Assimilate data from many sources 4 Sort information to identify trends 4 Think holistically - see the big picture 4 Think systemically 4 Identify winning strategies 4 Determine which activities will achieve organizational strategies 4 Develop plans and schedules to achieve specific goals efficiently

14. Human Relations Skills 4 Effective transfer and exchange of information 4 Speaking, writing 4 Formal and informal 4 Listening, observing 4 Negotiation 4 Networking 4 Manage team dynamics

15. Self-Management Skills 4 Integrity and ethical conduct 4 Personal drive 4 Resilient 4 Balance work/life issues 4 Take care of self mentally, physically, spiritually 4 Self-awareness 4 Ongoing learning and skill development

16. Common Reasons for Managerial Failure 4 Problems with interpersonal relationships 4 Inability to lead a team 4 Inability to learn, develop, adapt 4 Performance problems 4 Narrow functional perspective

17. Summary 4 Defined “manager,” “management” and “organization” 4 Managerial tasks: –plan, organize, lead and control 4 Levels of management 4 Functional vs. general managers 4 Managerial skills

18. Monday, January 14 4 Read Chapter 2 in textbook, pages 26-40 4 Read Chaos Theory interview of Meg Wheatley 4 Read pages 15-18 of Sloan Management Review article by Peter Senge (Systems Thinking)