Management meeting and exceeding customer expectation 8th ch01

Management: An Overview Chapter MANAGEMENT Meeting and Exceeding Customer Expectations EIGHTH EDITION Prepared by Deborah Baker Texas Christian University Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved learning objectives Explain why organizations need managers Describe the needs that affect a manager’s universe Identify and explain the levels of management List and describe the management functions Determine how management functions apply to each level of management Chapter Identify and explain management roles Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved learning objectives (continued) List and describe management skills Contrast the myths with the realities of a manager’s job Discuss the criteria used to evaluate a manager’s Chapter performance Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Management and Managers Managers Managers Chapter Management Management People who allocate and oversee the use of resources One or more managers individually and collectively setting and achieving goals by exercising related functions and coordinating various resources Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Management and Managers Chapter Goal Goal An outcome to be achieved or a destination to be reached over a period of time through the exercise of management functions and the expenditure of resources Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved Management and Managers Objective Objective Chapter      Specific Measurable Attainable Results-oriented Time limited Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 11 Organizational Need for Managers Chapter Organization Organization An entity managed by one or more persons to achieve stated goals Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved The Manager’s Universe 22 Managers Managersand/or and/orOrganizations… Organizations… Chapter 1 Need to please customers Should provide leadership Must act ethically Should value diversity Must learn to cope with global challenges Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 22 The Need to Please Customers Quality Quality Chapter Customer Customer The features and characteristics of a product or service that allow it to satisfy requirements of those who use or consume them Any person or group, both inside and outside an organization, who uses or consumes outputs from an organization or its members Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 22 The Need to Provide Leadership Leaders… Leaders…  Initiate and facilitate change  Develop and articulate the organization’s goals  Create an environment in which employees can figure out what needs to be done Chapter  Must be present at every level  Create and maintain supportive environments Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 10 44 Management Functions Planning Planning Organizing Organizing Staffing Staffing Chapter Leading Leading Controlling Controlling Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 19 Planning 44  Lay the groundwork  Identify goals and ways to achieve them  Assign priorities to each goal  Determine the resources required  Determine actions that commit: – individuals – departments Chapter – organization Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 20 44 Organizing  Determine the tasks to be accomplished  Group these tasks by employee position  Decide on the relationships the positions Chapter have to one another Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 21 44 Staffing  Execute HR management activities: – Determine needed skills and experiences of each position – Determine number of persons needed Chapter – Train employees for positions Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 22 Leading 44  Help organizations and employees achieve goals  Serve as models for expected behaviors  Coach, counsel, inspire, and encourage  Communicate and listen  Respond to concerns Chapter  Resolve disputes Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 23 Controlling 44  Prevent, identify, and correct deviations from guidelines Chapter  Identify and correct the causes of deviations Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 24 Chapter 55 Functions and Levels of Management Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 25 66 Management Roles Informational Informational Roles Roles Chapter Interpersonal Interpersonal Roles Roles Decisional Decisional Roles Roles Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 26 66 Management Roles Interpersonal Roles Informational Roles  Figurehead  Leader  Liaison  Monitor  Disseminator  Spokesperson Decisional Roles Chapter     Entrepreneur Disturbance Handler Resource Allocator Negotiator Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 27 66 Conflicting Role Demands I Iwant wanther herto to be bean an entrepreneur entrepreneur I Iexpect expecther her to toshare share resources resources Peer Peer Boss Boss I Iexpect expecther her to tobe beaa problem problem solver solver Manager Manager Peer Peer I Isee seemyself myself as asaaleader leader Chapter Subordinate Subordinate Subordinate Subordinate I Ineed needher herto to represent representme me Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved I Ineed needher herto to be beaasource source of of information information.28 77 Management Skills Chapter Technical Technical Skills Skills Use the processes, practices, techniques, and tools of the specialty area Human Human Skills Skills Interact and communicate successfully with other persons Conceptual Conceptual Skills Skills Conceive and manipulate ideas and abstract relationships Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 29 Chapter 77 Skills and Levels of Management Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 30 88 Management Myths and Realities Chapter Myth Myth#1 #1 Managers are reflective, methodical planners with time to systematically plan and work through a day Myth Myth#2 #2 Effective managers have no regular duties to perform They establish others’ responsibilities in advance and then relax Myth Myth#3 #3 The manager’s job is a science; managers work systematically and analytically Myth Myth#4 #4 Managers are self-starting, self-directing, and autonomous Myth Myth#5 #5 Good managers seek out the information they need Myth Myth#6 #6 Competition among managers is good for business Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 31 99 Evaluating a Manager’s Performance How Howeffectively effectively they theyplay playthe the management managementroles roles How Howefficiently efficientlythey they use their talents use their talents and andresources resources Whether Whetherthey theypossess possess and andproperly properly apply applyneeded needed management managementskills skills Chapter How Howeffective effectivethey they are in setting objectives are in setting objectives and andachieving achievinggoals goals Whether Whetherthey they act ethically act ethically How Howthey theyutilize utilizethe the diversity diversity inintheir theirpeople people How Howwell wellthey they demonstrate demonstrate leadership leadership Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved How Howeffectively effectivelythey they and their people and their people please pleasecustomers customers 32 99 Primary Reasons for Failure  Being uncertain about their boss’s expectations of them  Being unable to make tough decisions  Taking too long to learn the job  Being unable to build partnerships with subordinates and peers Chapter  Lacking political savvy Copyright ©2005 by South-Western, a division of Thomson Learning All rights reserved 33 ... Identify and explain the levels of management List and describe the management functions Determine how management functions apply to each level of management Chapter Identify and explain management. .. reserved Management and Managers Managers Managers Chapter Management Management People who allocate and oversee the use of resources One or more managers individually and collectively setting and. .. rights reserved 15 33 Levels of Management • CEO Top Top • President Management Management • Vice Presidents • Below VPs Middle Middle but above the Management Management supervisory level Chapter