You are on page 1of 34

| 


| 

 





|    
 

| 


| 

 



] 

˜  
 
 


Õ Understand the roles played by individuals, teams,


and managers in carrying out company activities.
Õ Practice the four major functions of management
Õ Recognize the interpersonal, informational, and
decisional roles played by top level managers.
Õ Apply the general skills needed to carry out
managerial responsibilities.
Õ Integrate the major elements from the various
perspectives of management theory.

| 


| 

 



O 
     
      


     
 

    


      


   

 


        


      
   
     

| 


| 

 



|      | 

՘    ` ` 


  
       
 

   


Õ O  ` ``       


         

՘          


        

         



       
 
| 


| 

 



   

  

O

  

    

| 


| 

 



0  
| 
Õ Ohe firm¶s senior executives with
overall responsibility for the firm.
Ô     
 
Ô       
Ô       
         

Õ @oncerned primarily with the


interaction between the
organization and its external
environment.
| 


| 

 



O

| 
ÕResponsible for translating the
general goals and plans
developed by strategic
managers into specific
objectives and activities.
Ô 0   
Ô      

Õ    R`R  `

| 


| 

 



  | 
Õ ]ower-level managers who supervise the
operations of the organization.

Õ Directly involved with non-management


employees
Ô O       
         
Ô           
Ô !       
       
    

| 


| 

 



|   


=  

 
   

| 


| 

 



=
Õ Ohe management function that
assesses the management
environment to set future objectives
and map out activities necessary to
achieve those objectives.

Õ Oo be effective, the objectives of


individuals, teams, and
management should be coordinated
to support the firm¶s mission.

| 


| 

 




Õ Ohe management function that
determines how the firm¶s human,
financial, physical, informational,
and technical resources are
arranged and coordinated to
perform tasks to achieve desired
goals.

Õ Ohe deployment of resources to


achieve strategic goals.

| 


| 

 



] 
Õ Ohe management function that
energizes people to contribute their
best individually and in cooperation
with other people.

Õ Ohis involves:
Ô  
     
Ô O     

Ô "        
Ô #   
Ô          
  

| 


| 

 



@ 
Õ Ohe management function that
measures performance, compares it
to objectives, implements necessary
changes, and monitors progress.

Õ Many of these issues involve


feedback or identifying potential
problems and taking corrective
action.

| 


| 

 



|     
Õ Day-to-day management activities are routine,
orderly, and rational.

Õ Ohese include:
Ô Interpersonal roles -      
          
  
Ô Information Roles -         
  
Ô Decisional Roles -    
   
| 


| 

 



|      
Õ Ohe four basic management functions require a set
of skills to be carried out properly.

Õ Because most managerial tasks are unique,


ambiguous, and situation-specific, there is seldom
one best way to approach them.

| 


| 

 



|      

Õ  $         


    
 %
Ô 0trategic 0kills   
  è 
   

$                
         

Ô Oask-Related 0kills   
       
       $    

             
            
  

            
 
         

| 


| 

 



|      

Ô People-Related 0kills          


     O  
      
         
    
    
    
Ô 0elf-Awareness 0kills  &   
  
     
         

   

       

     
  
     $         
             

            
   



| 


| 

 



0 | 0


0trategic 0kills Oask 0kills
Õ nvironmental assessment Õ 0etting and prioritizing
scanning objectives
Õ Developing plan of action and
Õ 0trategy formulation
implementation
Õ Mapping strategic intent and
Õ Responding in a flexible
defining mission manner
Õ 0trategy implementation Õ @reating value
Õ Human resource congruency Õ Working through the
organizational structure
Õ Allocating human resources
Õ Managing time efficiently

| 


| 

 



0 | 0

 
  

People 0kills 0elf-Awareness 0kills


Õ Delegating Õ Personal adaptability
Õ Influencing Õ Understanding personal biases
Õ Motivating
Õ Internal locus of control
Õ Handling conflict
Õ Win-win negotiating
Õ Networking
Õ @ommunicating
Ô D 
Ô ' 
Õ ]istening
Õ @ross-cultural management
Õ Heterogeneous teamwork

| 


| 

 



O   |   O

      =   


 

  
       
=     =   

| 


| 

 



|   O
Õ 
   R  `R`
 `
Ô 0  O
 

Õ 
   ` `

Ô '( )  O


Õ 
    `
       
Ô ˜ 0  O    
[   

| 


| 

 



O   =  

Õ 0cientific Management
Ô    * 

Õ ·uantitative Management
Ô  * +
Õ ·uality Management
Ô *  ˜ 0 
Õ Bureaucratic Management
Ô ) *  
Õ Administrative Management
Ô +  


| 


| 

 



O =
 0
  

|  
Õ 0cientifically study each part of a task and develop the best
method of performing the task.

Õ @arefully select workers and train them to perform the task


by using the scientifically developed method.

Õ @ooperate fully with workers to ensure that they use the


proper method.

Õ Divide work and responsibility so that management is


responsible for planning work methods using scientific
principles and workers are responsible for executing the
work accordingly.

| 


| 

 



å @
 
   ! 
" 


Õ 0pecialization of labor

Õ Formal rules and procedures

Õ Impersonality

Õ Well-defined hierarchy

Õ @areer advancement based on merit

| 


| 

 



 #$=
 |  

Õ Division of work Õ @entralization


Õ Authority Õ 0calar chain
Õ Discipline Õ Order
Õ Unity of command Õ quity
Õ Unity of direction Õ 0tability and tenure
Õ 0ubordination of Õ Initiative
individual interest to the Õ sprit de corps
general interest
Õ Remuneration

| 


| 

 



"  =  

Õ            

          
          
 
  
Ô Ohe Hawthorne effect          

        
     

  
Ô Human Relations Approach        

               
[ 
  
[ ,   


| 


| 

 



›  

O  
  

     
    
Ñ           
  
      

| 


| 

 



| 


 

"#
  

!


   


 

= 


| 


| 

 



|
%  O &O '

Õ ,        Oheory X


      
     


   


Ô ˜           

Õ ,        Oheory Y


       
  
           
   
Ô ˜          

| 


| 

 



@ |   =  


Õ 0ystems Oheory

Õ @ontingency Oheory

Õ Ohe ]earning Organization Perspective

| 


| 

 



0  O 
Õ Diews the organization as a

`R of interrelated
parts that function in a holistic way to achieve a
common purpose.

Õ 0ystems theory concepts that affect management


thinking:
Ô !     
 
Ô 0
 
Ô 0
 

Ô -

| 


| 

 



@  
O 
Õ 0tates that there is no ³one best way´ to manage an
organization.
Ô &          
  
  
Ô 0      Ñ    
Ô )        
    
                
  

| 


| 

 



O ]  
Õ Ohe management approach based on an
organization anticipating change faster than its
counterparts to have an advantage in the market
over its competitors.

Õ Ohere are two ways organizations can learn:


Ô      
Ô    

| 


|