Professional Documents
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Chapter 1: Management Fundamentals
Chapter 1: Management Fundamentals
FUNDAMENTALS
PLANNING
AHEAD
CHAPTER 1
LEARNING
GOALS
WORKING TODAY
Talent
Diversity
Globalization
Technology
Ethics
Careers
TALENT
People and their talents are the ultimate
DIVERSITY
Workforce diversity reflects differences with
respect to gender, age, race, ethnicity, religion,
sexual orientation, and able-bodiedness.
A diverse and multicultural workforce both
challenges and offers opportunities to employers.
Many call diversity a business imperative and
view it as an asset.
DIVERSITY
(CONTD)
GLOBALIZATION
National boundaries of world business have
largely disappeared.
Globalization is the worldwide interdependence
of resource flows, product markets, and business
competition that characterize the new economy.
TECHNOLOGY
Continuing transformation of the modern
workplace through:
- The Internet
- World Wide Web
- Computer networking
- Information technology
- Telecommuting/virtual teaming/mobile offices
Increasing demand for knowledge workers with
the skills to fully use technology.
ETHICS
Ethics
CAREERS
Core workers, contract workers, and part-time
workers
People must be prepared to be any one of these
types of workers
People must make sure that their skills are
portable and of current value in employment
markets
WHAT IS AN ORGANIZATION?
A collection of people working together to
achieve a common purpose
Organizations provide useful goods and/or
services that return value to society and satisfy
customer needs
ORGANIZATIONS
(CONTD)
ORGANIZATIONS
(CONTD)
Organizational performance
ORGANIZATIONAL PERFORMANCE
Productivity
- An overall measure of the quantity and quality
of outputs relative to the cost of inputs
Performance effectiveness
- An output measure of task or goal
accomplishment
Performance efficiency
- An input measure of the resource costs
associated with goal accomplishment
CHANGING NATURE OF
ORGANIZATIONS
Workplace changes that provide a context for
studying management:
Renewed belief in employees
Disappearance of command-and-control
Emphasis on teamwork
Prominence of technology
Embrace of networking
New workforce expectations
Concern for work-life balance
Focus on speed
as strategic assets.
MANAGERS
Directly support and help activate the work efforts
LEVELS OF MANAGEMENT
Top managers: responsible for the performance
of an organization as a whole or for one of its
larger parts
Middle managers: in charge of relatively large
departments or divisions
Team leaders or supervisors: in charge of a
small work group of non-managerial workers
RESPONSIBILITIES OF TEAM
LEADERS
Plan meetings and work schedules
Clarify goals and tasks, and gather ideas for
improvement
Appraise performance and counsel team
members
Recommend pay raises and new assignments
Recruit, train, and develop team members
Plan meetings and work schedules
Clarify goals and tasks, and gather ideas for
improvement
Appraise performance and counsel team
members
Recommend pay raises and new assignments
TYPES OF MANAGERS
Line managers: are responsible for work
activities that directly affect organizations
outputs
Staff managers: use technical expertise to
advise and support the efforts of line workers
Functional managers: are responsible for a
single area of activity
General managers: are responsible for more
complex units that include many functional areas
Administrators: work in public and nonprofit
organizations
ORGANIZATIONAL EFFECTIVENESS
In order to attain sustainable high performance,
on resource acquisition
- The Internal Process Approach focuses on
operations efficiency
- The Goal Approach focuses on accomplishing
key objectives
- Strategic Constituencies focus on
stakeholder impact
MANAGERIAL PERFORMANCE
Accountability is the requirement of one person
to answer to a higher authority for relevant
performance results.
Effective managers fulfill performance
accountability by helping others to achieve high
performance outcomes and experience
satisfaction in their work.
MANAGERIAL PERFORMANCE
(CONTD)
team
Help others perform to the best of their abilities
MANAGEMENT PROCESS
Managers achieve high performance for their
FUNCTIONS OF MANAGEMENT
Planning:
- The process of setting objectives and
determining what actions should be taken to
accomplish them
Organizing:
- The process of assigning tasks, allocating
resources, and arranging the coordinated
activities of individuals and groups to
implement plans
FUNCTIONS OF MANAGEMENT
(CONTD)
Leading:
- The process of arousing peoples enthusiasm
to work hard and direct their efforts to fulfill
plans and accomplish objectives
Controlling:
- The process of measuring work performance,
comparing results to objectives, and taking
corrective action as needed
CHARACTERISTICS OF MANAGERIAL
WORK
Managers work
Managers work
Managers work
Managers work
media
Managers work
relationships
long hours
at an intense pace
at fragmented and varied tasks
with many communications
largely through interpersonal
MANAGERIAL COMPETENCY
A skill-based capability that contributes to high
performance in a management job
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