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Griffin 9e PPT ch01
Griffin 9e PPT ch01
Introduction to Management
CHAPTER 1
Understanding
the Manager’s Job
• Organization
– A group of people working together in a structured
and coordinated fashion to achieve a set of goals
• Management
– A set of activities (including planning and decision
making, organizing, leading, and controlling) directed
at an organization’s resources (human, financial,
physical, and information) with the aim of achieving
organizational goals in an efficient and effective
manner
EFFICIENTLY
Using resources wisely
in a cost-effective way
and
EFFECTIVELY
Making the right decisions and
successfully implementing them
• Manager
– Someone whose primary responsibility is to carry out
the management process
Kinds of
Financial Administrative
Managers Managers Managers
by Area
Operations Specialist
Managers Managers
Technical
Interpersonal Conceptual
Fundamental
Management
Diagnostic Skills Communication
Decision Time
Making Management
• Technical skills
– The skills necessary to accomplish or understand
the specific kind of work done in an organization
• Interpersonal skills
– The ability to communicate with, understand, and
motivate both individuals and groups
• Conceptual skills
– The manager’s ability to think in the abstract
• Diagnostic skills
– The manager’s ability to visualize the most
appropriate response to a situation
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1-1c Fundamental Management Skills
(slide 2 of 3)
• Communication skills
– The manager’s abilities both to effectively convey ideas and
information to others and to effectively receive ideas and
information from others
• Decision-making skills
– The manager’s ability to correctly recognize and define
problems and opportunities and to then select an appropriate
course of action to solve problems and capitalize on
opportunities
• Time management skills
– The manager’s ability to prioritize work, to work efficiently, and
to delegate appropriately
• Why Theory?
– Provides a conceptual framework for organizing
knowledge and providing a blueprint for action
• Management theories are grounded in reality.
• Most managers develop and refine their own theories of
how they should run their organizations and manage the
behavior of their employees.
• Why History?
– Stresses an awareness and understanding of
historical developments in management
• Understanding the historical context of management
provides a sense of heritage and can help managers avoid
the mistakes of others.
Theory Y 1. People do not naturally dislike work; work is a natural part of their lives.
Assumptions 2. People are internally motivated to reach objectives to which they are
committed.
3. People are committed to goals to the degree that they receive personal
rewards when they reach their objectives.
4. People will both seek and accept responsibility under favorable
conditions.
5. People have the capacity to be innovative in solving organizational
problems.
6. People are bright, but under most organizational conditions their
potential is underutilized.
• System
– An interrelated set of elements functioning as a
whole
• Universal perspectives
– Include the classical, behavioral, and quantitative
approaches
– Try to identify the “one best way” to manage
organizations
• Contingency perspective
– Suggests that appropriate managerial behavior in a
given situation depends on, or is contingent on,
unique elements in a given situation