Student Chapter02 - Managing Organizations and People Who,...

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Unformatted text preview: Managing Organizations and People Who, What, and Why? Prentice Hall, Chapter 2 1 Learning Objectives • Define who managers are • Explain why there are managers • Define an organization • Contrast management and organizational behavior • Describe four management functions Prentice Hall, Chapter 2 2 Learning Objectives • Identify four general and six specific managerial skills • Contrast the managerial role of coach versus boss • Explain how chaos and ambiguity can equal opportunity • Contrast effectiveness and efficiency • Assess an organization’s effectiveness Prentice Hall, Chapter 2 3 The Terrain of Managers • What is a manager? • Why do we have managers? • How do we classify managers? • What is an organization? • Why do we have organizations? • What’s the link between managers and organizational behavior? Prentice Hall, Chapter 2 4 Controlling Planning The Functions of Management Leading Prentice Hall, Organizing Chapter 2 5 The Roles of Management Interpersonal Informational Decisional Prentice Hall, Chapter 2 6 Conceptual Conceptual Interpersonal Interpersonal General General Management Skills Political Political Prentice Hall, Technical Technical Chapter 2 7 Specific Management Skills Controlling Controlling Environment and Environment and Resources Resources Organizing and Controlling and Controlling Handling Handling Information Information Providing for Providing for Growth and Growth and Development Development Motivating Employees Motivating Employees and Handling and Handling Conflict Conflict Strategic Strategic Problem Solving Problem Solving Prentice Hall, Chapter 2 8 Management Competencies Management Charter Initiative (MCI) • Initiate and implement change and improvement • Monitor, maintain, and improve delivery • Monitor and control the use of resources • Allocate resources effectively • Recruit and select personnel Prentice Hall, Chapter 2 9 Management Competencies Management Charter Initiative (MCI) • Develop teams, individuals, and self • Plan, allocate, and evaluate work • Create, maintain, and enhance relationships • Seek, evaluate, and organize information • Exchange business information Prentice Hall, Chapter 2 10 Rational Decision­ Making Style? Problem Identification? General Biases? The Manager as Decision Maker Group or Individual Decisions? Prentice Hall, Conditions of Uncertainty? Employee Empowerment? Chapter 2 11 The Manager as Change Agent • Thriving on chaos • Being a coach • Empowering employees • Sharing information • Appreciating differences Prentice Hall, Chapter 2 12 An Assessment of a Manager’s Performance Managerial Efficiency Prentice Hall, Chapter 2 Managerial Effectiveness 13 Organizational Stakeholders Management Efficiency and Profits Employees Pay and Job Stability Customers Price, Quality, and Service Suppliers Prompt Payment Government Regulators Legal Compliance Community Officials Social Responsibility Stockholders Earnings Growth Prentice Hall, Chapter 2 14 Financial Measures Social Acceptance Employee Satisfaction Prentice Hall, Productivity Popular Measures of Effectiveness Growth Customer Satisfaction Flexibility Chapter 2 Quality 15 An Integrative Framework Identify Critical Stakeholders Assess Their Relative Power Identify What Each Expects Prentice Hall, Chapter 2 16 ...
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