Cptr 1

• Managers


  Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished
• Levels of managers


  • First-line managers
  • Middle managers
  • Top managers
• Organization


  A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone)
• Characteristics of organizations


  • Have a distinct purpose (goal)
  • Are composed of people
  • Have a deliberate structure
• Management


  Coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively
• Efficiency- Low waste


  Doing things right - Getting the most output for the least inputs
• Effectiveness- high attainment


  Doing the right things - Attaining organizational goals
• Management functions


  1. Planning - Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities.

  2. Organizing - Arranging and structuring work to accomplish organizational goals.

  3. Leading - Working with and through people to accomplish goals.

  4. Controlling - Monitoring, comparing, and correcting work.
• Management roles


  Specific actions or behaviors expected of a manager
• Mintzberg's managerial roles


  • Interpersonal roles (figurehead, leader, liaison)
  • Informational roles (monitor, disseminator, spokesperson)
  • Decisional roles (entrepreneur, disturbance handler, resource allocator, negotiator)
• Skills managers need


  • Technical skills - Knowledge and proficiency in a specific field
  • Human skills - The ability to work well with other people
  • Conceptual skills - The ability to think and conceptualize about abstract and complex situations concerning the organization
• Managerial Levels

  
  

  1. Top Manager - needs conceptual skills and human skills.
  2. Middle Manager - needs human skills.
  3. Lower-level Manager - needs human skills and technical skills.
• Innovation


  • Doing things differently, exploring new territory, and taking risks
  • Managers should encourage employees to be aware of and act on opportunities for innovation.
• Sustainability


  A company's ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies
• Management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in all organizations regardless of location
• Important Managerial Skills

  • Managing human capital
  • Managing decision-making processes
  • Managing strategy and innovation
  • Managing technology and logistics
• The Importance of Customer


  The reason that organizations exist

  • Managing customer relationships is the responsibility of all managers and employees.
  • Consistent high quality customer service is essential for survival.
• Rewards of being a Manager

  • have opportunities to think creatively and use imagination.
  • help others to find meaning and fulfillment in work.
  • support, coach, and nurture others.
  • work with a variety of people.
  • receive appropriate compensation in the form of salaries, bonuses.
  • receive recognition and status in organization and community.
• Challenges of being a Manager

  • do hard work.
  • have to deal with a variety of personalities.
  • motivate workers in chaotic and uncertain situations.
  • success depends on others' work performance.