The Changing Paradigm Of Management
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Chapter 1 The Changing Paradigm of Management
Chapter 1
LEARNING OBJECTIVES: ➤
Define management
➤
Differentiate some management types
➤
Explain four management functions
➤
Define ten management roles
Explain effectiveness and efficiency
➤
Describe the learning organization
➤
➤ Chapter 1
Differentiate the management skills
Management The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources
Chapter 1
The Four Functions of Management Planning Select goals & ways to attain them
Chapter 1
The Four Functions of Management Planning Select goals & ways to attain them
Chapter 1
Organizing Assign responsibility for tasks
The Four Functions of Management Planning Select goals & ways to attain them
Leading Use influence to motivate Chapter 1
Organizing Assign responsibility for tasks
The Four Functions of Management Planning
Controlling
Select goals & ways to attain them
Monitor activities & make corrections
Leading Use influence to motivate Chapter 1
Organizing Assign responsibility for tasks
Organizational Performance ➤
Chapter 1
Effectiveness : the degree to which the organization achieves a stated goal
Organizational Performance Effectiveness : the degree to which the organization achieves a stated goal ➤ Efficiency : the use of minimal resources to produce a desired volume of output. ➤
Chapter 1
Management Skills ➤
Chapter 1
Conceptual Skills : cognitive ability to see the organization as a whole and the relationship among its parts
Management Skills Conceptual Skills : cognitive ability to see the organization as a whole and the relationship among its parts ➤ Human Skills : ability to work with and through other people and to work effectively as a group member ➤
Chapter 1
Management Skills Conceptual Skills : cognitive ability to see the organization as a whole and the relationship among its parts ➤ Human Skills : ability to work with and through other people and to work effectively as a group member ➤ Technical Skills : understanding of and proficiency in the performance of specific tasks. ➤
Chapter 1
Management Types CEO
➤ Vertical Differences ☛ Top managers ☛ Middle managers
VP
VP
VP
☛ First-line managers ➤ Horizontal Differences
Mgr
☛ Functional managers
Mgr
☛ Line managers ☛ Staff managers
Chapter 1
Op
Mgr
Op
Op
Mgr Mgr Op
Op
Management Skills CEO
➤ Conceptual Skills Which level needs conceptual skills the most?
VP
VP
Mgr
Mgr Mgr
Chapter 1
Op
Op
VP
Op
Mgr Mgr Op
Op
Management Skills CEO
➤ Conceptual Skills VP
VP
Mgr
Mgr Mgr
Chapter 1
Op
Op
VP
Op
Mgr Mgr Op
Op
Management Skills CEO
➤ Human Skills To what degree do various levels of management need human skills?
VP
VP
Mgr
Mgr Mgr
Chapter 1
Op
Op
VP
Op
Mgr Mgr Op
Op
Management Skills ➤ Human Skills Mo st
Some
CEO
Mo re
VP
VP
Mgr
Mgr Mgr
Chapter 1
Op
Op
VP
Op
Mgr Mgr Op
Op
Management Skills CEO
➤ Technical Skills To what degree do the various levels need technical skills?
VP
VP
Mgr
Mgr Mgr
Chapter 1
Op
Op
VP
Op
Mgr Mgr Op
Op
Management Skills ➤ Technical Skills Least Mo re Mo st VP
CEO
VP
Mgr
Mgr Mgr
Chapter 1
Op
Op
VP
Op
Mgr Mgr Op
Op
What Is It Like to Be a Manager? ➤ Managerial Activities
- Diverse - Characterized by variety, fragmentation, and brevity - Fast paced and require a high energy level to be successful.
Chapter 1
Informational roles = maintain & develop information network ➤ The monitor = seeking current information
from many sources. ➤ The disseminator = transmits information to others both inside and outside the organization. ➤ The spokesperson = to provide official statements to people outside the organization about company policies, actions, or plans. Chapter 1
Interpersonal roles pertain to relationships with others ➤
Chapter 1
The figurehead = ceremonial activities
➤
The leader = motivation, communication, and influence of subordinates.
➤
The liaison = development of information sources both inside and outside the organization.
Decisional roles = make choice requiring conceptual & human skills. ➤ The entrepreneurial =
initiation of change. ➤ The resource allocator = how to allocate resources to achieve outcomes. ➤ The negotiator = negotiating and bargaining for unit of responsibility. ➤ The disturbance handler = resolving conflicts between subordinates or other departments. Chapter 1
Small Business ➤ The most important role is the
spokesperson role since the manager must constantly sell the firm to the outside world. ➤ The entrepreneurial role is also important.
Chapter 1
Preparing for the Year 2000 ➤ Paradigm shifts: changing view of world ➤ Chaos Theory:
reveals the existence of randomness and disorder within larger patterns of order. ➤ Workplace diversity ➤ Globalization.
Chapter 1
The Learning Organization ➤ Vision and culture ➤ Empowered workers ➤ New structures ➤ Open-book management ➤ New career paths.
Chapter 1
Chapter 1
LEARNING OBJECTIVES: ➤
Define management
➤
Differentiate some management types
➤
Explain four management functions
➤
Define ten management roles
Explain effectiveness and efficiency
➤
Describe the learning organization
➤
➤ Chapter 1
Differentiate the management skills
Management The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources
Chapter 1
The Four Functions of Management Planning Select goals & ways to attain them
Chapter 1
The Four Functions of Management Planning Select goals & ways to attain them
Chapter 1
Organizing Assign responsibility for tasks
The Four Functions of Management Planning Select goals & ways to attain them
Leading Use influence to motivate Chapter 1
Organizing Assign responsibility for tasks
The Four Functions of Management Planning
Controlling
Select goals & ways to attain them
Monitor activities & make corrections
Leading Use influence to motivate Chapter 1
Organizing Assign responsibility for tasks
Organizational Performance ➤
Chapter 1
Effectiveness : the degree to which the organization achieves a stated goal
Organizational Performance Effectiveness : the degree to which the organization achieves a stated goal ➤ Efficiency : the use of minimal resources to produce a desired volume of output. ➤
Chapter 1
Management Skills ➤
Chapter 1
Conceptual Skills : cognitive ability to see the organization as a whole and the relationship among its parts
Management Skills Conceptual Skills : cognitive ability to see the organization as a whole and the relationship among its parts ➤ Human Skills : ability to work with and through other people and to work effectively as a group member ➤
Chapter 1
Management Skills Conceptual Skills : cognitive ability to see the organization as a whole and the relationship among its parts ➤ Human Skills : ability to work with and through other people and to work effectively as a group member ➤ Technical Skills : understanding of and proficiency in the performance of specific tasks. ➤
Chapter 1
Management Types CEO
➤ Vertical Differences ☛ Top managers ☛ Middle managers
VP
VP
VP
☛ First-line managers ➤ Horizontal Differences
Mgr
☛ Functional managers
Mgr
☛ Line managers ☛ Staff managers
Chapter 1
Op
Mgr
Op
Op
Mgr Mgr Op
Op
Management Skills CEO
➤ Conceptual Skills Which level needs conceptual skills the most?
VP
VP
Mgr
Mgr Mgr
Chapter 1
Op
Op
VP
Op
Mgr Mgr Op
Op
Management Skills CEO
➤ Conceptual Skills VP
VP
Mgr
Mgr Mgr
Chapter 1
Op
Op
VP
Op
Mgr Mgr Op
Op
Management Skills CEO
➤ Human Skills To what degree do various levels of management need human skills?
VP
VP
Mgr
Mgr Mgr
Chapter 1
Op
Op
VP
Op
Mgr Mgr Op
Op
Management Skills ➤ Human Skills Mo st
Some
CEO
Mo re
VP
VP
Mgr
Mgr Mgr
Chapter 1
Op
Op
VP
Op
Mgr Mgr Op
Op
Management Skills CEO
➤ Technical Skills To what degree do the various levels need technical skills?
VP
VP
Mgr
Mgr Mgr
Chapter 1
Op
Op
VP
Op
Mgr Mgr Op
Op
Management Skills ➤ Technical Skills Least Mo re Mo st VP
CEO
VP
Mgr
Mgr Mgr
Chapter 1
Op
Op
VP
Op
Mgr Mgr Op
Op
What Is It Like to Be a Manager? ➤ Managerial Activities
- Diverse - Characterized by variety, fragmentation, and brevity - Fast paced and require a high energy level to be successful.
Chapter 1
Informational roles = maintain & develop information network ➤ The monitor = seeking current information
from many sources. ➤ The disseminator = transmits information to others both inside and outside the organization. ➤ The spokesperson = to provide official statements to people outside the organization about company policies, actions, or plans. Chapter 1
Interpersonal roles pertain to relationships with others ➤
Chapter 1
The figurehead = ceremonial activities
➤
The leader = motivation, communication, and influence of subordinates.
➤
The liaison = development of information sources both inside and outside the organization.
Decisional roles = make choice requiring conceptual & human skills. ➤ The entrepreneurial =
initiation of change. ➤ The resource allocator = how to allocate resources to achieve outcomes. ➤ The negotiator = negotiating and bargaining for unit of responsibility. ➤ The disturbance handler = resolving conflicts between subordinates or other departments. Chapter 1
Small Business ➤ The most important role is the
spokesperson role since the manager must constantly sell the firm to the outside world. ➤ The entrepreneurial role is also important.
Chapter 1
Preparing for the Year 2000 ➤ Paradigm shifts: changing view of world ➤ Chaos Theory:
reveals the existence of randomness and disorder within larger patterns of order. ➤ Workplace diversity ➤ Globalization.
Chapter 1
The Learning Organization ➤ Vision and culture ➤ Empowered workers ➤ New structures ➤ Open-book management ➤ New career paths.
Chapter 1
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