CH01a

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CH01a

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  1. Chapter 1 Management

    Slide 1 - Chapter 1 Management

    • © 2015 Cengage Learning
    • MGMT7
  2. © 2015 Cengage Learning

    Slide 2 - © 2015 Cengage Learning

    • 1-1 describe what management is
    • 1-2 explain the four functions of management
    • 1-3 describe different kinds of managers
    • 1-4 explain the major roles and subroles that managers perform in their jobs
    • 1-5 explain what companies look for in managers
    • 1-6 discuss the top mistakes that managers make in their jobs
    • 1-7 describe the transition that employees go through when they are promoted to management
    • 1-8 explain how and why companies can create competitive advantage through people
  3. Management Is…

    Slide 3 - Management Is…

    • Getting work done through others
    • Efficiency – getting work done with a minimum of effort, waste, or expense
    • Effectiveness – accomplishing tasks that help fulfill organizational objectives
    • © 2015 Cengage Learning
    • 1-1
  4. © 2015 Cengage Learning

    Slide 4 - © 2015 Cengage Learning

    • 1-1
    • The Four Functions of Management
  5. Management Functions

    Slide 5 - Management Functions

    • Planning
    • determining organizational goals and a means for achieving them
    • Organizing
    • deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the company
    • © 2015 Cengage Learning
    • 1-2
  6. Management Functions

    Slide 6 - Management Functions

    • Leading
    • inspiring and motivating workers to work hard to achieve organizational goals
    • Controlling
    • monitoring progress toward goal achievement and taking corrective action when progress isn’t being made
    • © 2015 Cengage Learning
    • 1-2
  7. 1-3

    Slide 7 - 1-3

    • What the Four Kinds of Managers Do
    • © 2015 Cengage Learning
  8. Top Managers

    Slide 8 - Top Managers

    • CEO, COO, CFO, CIO
    • Overall direction of the organization
    • Create context for change
    • Develop employees’ commitment to and ownership of company performance
    • Create a positive organizational culture through language and action
    • Monitor the business environment
    • © 2015 Cengage Learning
    • 1-3
  9. Middle Managers

    Slide 9 - Middle Managers

    • Plant manager, regional manager, divisional manager
    • Set objectives consistent with top management’s goals
    • Implement subunit strategies for achieving objectives
    • Plan and allocate resources to meet objectives
    • Coordinate and link groups, departments, and divisions
    • Monitor and manage subunits and individual managers
    • © 2015 Cengage Learning
    • 1-3
  10. First-Line Managers

    Slide 10 - First-Line Managers

    • Office manager, shift supervisor, department manager
    • Train and supervise the performance of nonmanagerial employees
    • Encourage, monitor, and reward employees’ performance
    • Make detailed schedules and operating plans
    • © 2015 Cengage Learning
    • 1-3
  11. Team Leaders

    Slide 11 - Team Leaders

    • Facilitate team activities toward accomplishing a goal
    • Help team members plan and schedule work, learn to solve problems, and work effectively with each other
    • Manage internal and external relationships
    • © 2015 Cengage Learning
    • 1-3
  12. 1-4

    Slide 12 - 1-4

    • Mintzberg’s Managerial Roles
    • © 2015 Cengage Learning
  13. Interpersonal Roles

    Slide 13 - Interpersonal Roles

    • Figurehead
    • managers perform ceremonial duties
    • Leader
    • managers motivate and encourage workers to accomplish organizational objectives
    • Liaison
    • managers deal with people outside their units
    • © 2015 Cengage Learning
    • 1-4
  14. Informational Roles

    Slide 14 - Informational Roles

    • Monitor
    • managers scan their environment for information and receive unsolicited information
    • Disseminator
    • managers share information with subordinates and others in the company
    • Spokesperson
    • managers share information with people outside of the company
    • © 2015 Cengage Learning
    • 1-4
  15. Decisional Roles

    Slide 15 - Decisional Roles

    • Entrepreneur
    • managers adapt themselves, their subordinates, and their units to change
    • Disturbance handler
    • managers respond to problems so severe that they demand immediate action
    • © 2015 Cengage Learning
    • 1-4
  16. Decisional Roles

    Slide 16 - Decisional Roles

    • Resource allocator
    • managers decide who will get what resources and in what amounts
    • Negotiator
    • managers negotiate schedules, projects, goals, outcomes, resources, and employee raises
    • © 2015 Cengage Learning
    • 1-4
  17. Management Skills

    Slide 17 - Management Skills

    • 1-5
    • © 2015 Cengage Learning
  18. What Companies Look For

    Slide 18 - What Companies Look For

    • Technical skills
    • specialized procedures, techniques, and knowledge required to get the job done
    • Human skills
    • ability to work well with others
    • 1-5
    • © 2015 Cengage Learning
  19. What Companies Look For

    Slide 19 - What Companies Look For

    • Conceptual skills
    • ability to see the organization as a whole
    • Motivation to manage
    • © 2015 Cengage Learning
    • 1-5
  20. Mistakes Managers Make

    Slide 20 - Mistakes Managers Make

    • Insensitive to others: abrasive, intimidating, bullying style
    • Cold, aloof, arrogant
    • Betray trust
    • Overly ambitious: thinking of next job, playing politics
    • Specific performance problems with the business
    • Overmanaging: unable to delegate or build a team
    • Unable to staff effectively
    • Unable to think strategically
    • Unable to adapt to boss with different style
    • Overdependent on advocate or mentor
    • © 2015 Cengage Learning
    • 1-6
  21. Competitive Advantage through People

    Slide 21 - Competitive Advantage through People

    • 1-8
    • © 2015 Cengage Learning
  22. Camp Bow Wow

    Slide 22 - Camp Bow Wow

    • Identify three skills that companies look for in managers and explain which might be most needed for the Camp Bow Wow leaders highlighted in the video.
    • Which activities at Camp Bow Wow require high efficiency? Which activities require high effectiveness?
    • List two activities that leaders at Camp Bow Wow perform daily, and identify which of the managerial roles discussed in the chapter figure prominently for each.
    • © 2015 Cengage Learning
  23. Camp Bow Wow

    Slide 23 - Camp Bow Wow

    • © 2015 Cengage Learning
  24. Camp Bow Wow

    Slide 24 - Camp Bow Wow

    • Identify three skills that companies look for in managers and explain which might be most needed for the Camp Bow Wow leaders highlighted in the video.
    • Human skills
    • Conceptual skills
    • Spokesperson role
    • © 2015 Cengage Learning
  25. Camp Bow Wow

    Slide 25 - Camp Bow Wow

    • Which activities at Camp Bow Wow require high efficiency? Which activities require high effectiveness?
    • Efficiency: Low quality interactions with clients
    • Effectiveness: High quality interactions with clients
    • Balance management: Delegating responsibilities to a management team
    • © 2015 Cengage Learning
  26. Camp Bow Wow

    Slide 26 - Camp Bow Wow

    • List two activities that leaders at Camp Bow Wow perform daily, and identify which of the managerial roles discussed in the chapter figure prominently for each.
    • Spokesperson
    • Negotiator
    • Disturbance handler
    • © 2015 Cengage Learning
  27. Case Study: Lincoln Electric Company

    Slide 27 - Case Study: Lincoln Electric Company

    • © 2015 Cengage Learning
  28. Lincoln’s Success in Cleveland: Lincoln Incentive System

    Slide 28 - Lincoln’s Success in Cleveland: Lincoln Incentive System

    • Piecerate payment scheme
    • Year-end bonus system based on performance – paid in time for Christmas, bonus can be as large as the size of annual salary
    • Stock purchase plan – for employees who have worked for more than one year
    • Guaranteed Employment Policy – at least 30 hours of full-time work for employees who have worked 3 years or more
    • Policy of promoting from within
    • Employee Advisory Board – meetings run by President
    • Open-door policy
    • © 2015 Cengage Learning
  29. Global Challenges

    Slide 29 - Global Challenges

    • Japan
    • South Korea
    • China
    • © 2015 Cengage Learning
  30. Joint Venture (JV)

    Slide 30 - Joint Venture (JV)

    • © 2015 Cengage Learning
  31. Wholly-Owned Foreign Enterprise (WOFE)

    Slide 31 - Wholly-Owned Foreign Enterprise (WOFE)

    • © 2015 Cengage Learning
  32. International Expansion

    Slide 32 - International Expansion

    • Potential Problems:
    • Difference in organizational cultures – hierarchy
    • National and regional differences – government laws, unions
    • Language barriers & cultural differences
    • © 2015 Cengage Learning
  33. Cultural Lens

    Slide 33 - Cultural Lens

    • Workforce would not speak out or make suggestions in the hierarchical Chinese Society
    •  Push and encourage people to debate and argue at the right time.
    • Workers in the country won’t accept the remuneration system if the company’s performance is unstable/ in doubt
    •  Introduce the system when the company is steady and stable, which the workers could be clear about their rewards
    • © 2015 Cengage Learning
  34. Strategic Lens

    Slide 34 - Strategic Lens

    • The upper management in United States highly believes in the piecework system, they plan to implement this to all branches
    •  People need reason and time to adopt
    • Management of local employees is complicated and varies in different regions
    •  Each country/region has specific cultural traits that could inhibit traditional Lincoln management practices
    • © 2015 Cengage Learning
  35. Success Factors

    Slide 35 - Success Factors

    • Need to remember that other factors contributed to Lincoln’s high productivity:
    • Stock purchase plan
    • Guaranteed Employment Policy
    • Employee Advisory Board
    • Open-door policy
    • Policy of promoting from within
    • These should also be implemented alongside the piecerate incentive system!
    • © 2015 Cengage Learning
  36. Lincoln Electric

    Slide 36 - Lincoln Electric

    • © 2015 Cengage Learning