Bài giảng Principles of Management - Chapter 1 Management

chapter 1ManagementMcGraw-Hill/IrwinPrinciples of Management © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved.Learning ObjectivesDescribe the basic functions of managementIdentify where in an organization managers are locatedDiscuss the challenges people encounter as they become first-line managersDescribe the roles managers adopt to perform the basic functions of managementOutline the competencies managers must have to be effectiveManagement and ManagersManagement: The art of getting things done through people in the organizationManagers give organizations a sense of purpose and directionManagers create new ways of producing and distributing goods and servicesManagers change how the world works through their actionsLeaders versus ManagersSource: Adapted from “Leadership versus management: What’s the difference?”, The Journal for Quality and Participation, 2006 ProcessManagementLeadershipVision Establishment* Plans and budgets* Develops process steps and set timelines* Set the direction and develops the vision* Develops strategic plans to achieve the visionDevelopment and Networking* Organizes and staffs* Maintain structure* Aligns organization* Communicates the vision, mission, and directionVision Execution* Controls processes* Identifies problems* Motivates and inspires* Energizes employees to overcome barriers to changeVision Outcome* Manages vision order and predictability* Provides expected results* Promotes useful and dramatic changesFunctions of ManagementControllingPlanning & StrategizingLeading & DevelopingOrganizingPlanning & StrategizingPlanning – a formal process whereby managers choose goals, identify actions, allocate responsibility for implementing actions, measuring the success of actions, and revising plansPlanning is used to develop overall strategiesA strategy is an action that managers take to attain the goalsPlanning goes beyond strategy development to include the regulation of a wide variety of organizational activitiesStrategizing – the process of thinking through on a continual basis what strategies an organization should pursue to attain its goalsWho Makes the Strategic Decisions?Source: Improving Strategic Planning: A McKinsey Survey, The McKinsey Quarterly, September 2006 OrganizingOrganizing involves deciding:Who will perform the task?Where will decisions be made?Who reports to whom?How will different parts of the organization fit together to accomplish the common goal?ControllingThe process of monitoring performance against goals, intervening when goals are not met, and taking corrective actionFirst step – Drafting plansImportant aspect is creating incentives that align employees’ and organization’s interestsBenefits & IncentivesPerformance BonusesHealth BenefitsPerformance-based Time Off Education and LearningRecognition and AwardsRetirement Planning and 401(k)PromotionChild Care and Elder Care AssistanceLeading & DevelopingLeading – is the process of motivating, influencing, and directing others in the organization to work productively in pursuit of organization goals.Developing employees – the task of hiring, training, mentoring, and rewarding employees in an organization, including other managers.Skilled Leaders:Drive strategic thinkingHave a plan for organizationProactively structure the organizationExercise control with a deft handUse the right kind of incentivesGet the best out of peopleBuild a high-quality teamAmerica’s Best LeadersSteve Jobs, Apple, PixarAlan Mulally, Boeing Commercial AirplanesTerry Semel, Yahoo!A.G. Lafley, Procter & GambleKim Shin Bae, SK TelecomSource: Best of 2005, Business Week, December 19, 2005 QuestionAre the functions of management only for managers in organizations or can they apply to you as a student as well? Explain. Types of Managers General Managers Functional Managers Frontline ManagersQuestionDr. John Alexander is the Chair of the Management Department at Global University with their main campus in New York, USA. The President of the university is Dr. Kim Kerry. John can be described as a ________ manager whereas Kim is a _______ manager.general; functionalfrontline; generalfunctional; frontlinegeneral; frontlineMulti-divisional Management HierarchyCEODivisionDivisionDivisionDivisionR&DProductionMarketingSalesTeamTeamTeamCorporate-level general managersBusiness-level general managersFunctional managersFrontline managersBecoming a ManagerFrom Specialist to ManagerJourney begins when people are successful at a specialist task that they were hired to doNeed to be able to get things done through other peopleMastering the Job Tends to be a large difference between expectations and realityWorkload is tremendousBiggest challenge within the first year = “People challenges”Management RolesManagerial rolesLeaderFigureheadLiaisonEntrepreneurDisturbance handlerSpokespersonDisseminatorMonitorNegotiatorResource AllocatorInformational rolesInterpersonal rolesDecisional rolesInterpersonal RolesRoles that involve interacting with other people inside and outside the organizationManagement jobs are people-intensiveInterpersonal roles: Figureheads: Greet visitors, Represent the company at community events, Serve as spokespeople, and Function as emissaries for the organizationLeader: Influence, motivate, and direct others as well as strategize, plan, organize, control, and developLiaison: Connect with people outside their immediate unitInformational RolesCollecting, Processing and DisseminatingRoles: Monitor, disseminator, and spokespersonDecisional RolesWhereas interpersonal roles deal with people and informational roles deal with knowledge, decisional roles deal with actionDecisional roles: Entrepreneur: Managers must make sure their organizations innovate, change, develop, and adoptDisturbance handler: Addressing unanticipated problems as they arise and resolving them expeditiously Resource allocator: How best to allocate scarce resourcesNegotiator: Negotiation is continual for managersAlan Mulalley, CEOBoeing Commercial AirplanesDecisional Roles:After September 11 attacks, Mulalley had to renegotiate delivery of some 500 airplanesCut jet production by more than halfFire 27,000 workersDuring the downturn, he focused on cutting waste and streamlining his airplane production lines He then bet the company’s future on a set of new technologies that are now turning Boeing’s super efficient 787 Dreamliner into the hottest-selling new jetliner in history Source: Best of 2005, Business Week, December 19, 2005 Management CompetenciesSkillsMotivational PreferencesValuesIncludesManagerial Skills Conceptual Skills Technical Skills Human SkillsManagerial ValuesEnacted ValuesEspoused ValuesShared ValuesEthical ValuesManagerial MotivationDesire to Compete Desire to Exercise Power Desire to be Distinct Desire to Take Action