Upload
sabih-kamran
View
21
Download
0
Embed Size (px)
Citation preview
MANAGEMENT 6th Ed.By: Richard Daft
Prepared By : ZAREEN SHAIKH, SZABIST LarkanaSession-1
Class-BBA.2
The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.
Planning Management function concerned with defining goals
for future organizational performance and deciding on the tasks and use of resources needed to attain them.
Organizing Management function concerned with assigning
tasks, grouping tasks into departments, and allocating resources to departments.
Leading The management function that involves the use of
influence to motivate employees to achieve the organization’s goals.
Controlling The management function concerned with monitoring
employees’ activities, keeping the organization on track toward its goals, and making corrections as needed.
Planning
Select goals and ways to attain them
Controlling
Monitor activities and
make corrections
Leading
Use influence to
motivate employees
Organizing
Assign responsibility
for task accomplish-
ment
Resources
-human-financial-raw materials-capital
Performance
-attain goals-products-services-efficiency-effectiveness
Organization A social entity that is goal directed and deliberately
structured.
Social entity means being made up of two or more people.
Goal directed means designed to achieve some outcome, such as make a profit.
Deliberately structured means that tasks are divided and responsibility for their performance is assigned to organization members.
Organizational Effectiveness The degree to which the organization achieves a
stated goal.
Organizational Efficiency The use of minimal resources – raw materials,
money, and people – to produce a desired volume of output.
* The ultimate responsibility of managers is to achieve high performance, which is the
attainment of organizational goals by using resources in an efficient and effective manner.
• Not reached goals
• Minimum use of resources
• Reached goals
• Not minimum use of resources
• Not reached goals
• Not minimum use of resources
• Reached goals
• Minimum use of resources
Effective Ineffective
Efficient
Inefficient
Conceptual Skill The cognitive ability to see the organization as a
whole and the relationship among its parts.
Human Skill The ability to work with and through other people
and to work effectively as a group member.
Technical Skill The understanding of and proficiency in the
performance of specific tasks.
Management Level and SkillsManagement Level and Skills
Vertical Differences Top managerTop manager
A manager who is at the top of the organizational hierarchy and is responsible for the entire organization.
Middle managerMiddle manager A manager who works at the middle levels of the
organization and is responsible for major departments.
First-line managerFirst-line manager A manager who is at the first or second
management level and is directly responsible for the production of goods and services..
Horizontal Differences Functional manager
A manager who is responsible for a department that performs a single functional task and has employees with similar training and skills.
General manager A manager who is responsible for several
departments that perform different functions.
MANAGERIAL ACTIVITIES
ASSOCIATED ROLES
DESCRIPTION
INTERPERSONAL ROLES
FIGUREHEAD
Symbolic head; required to perform a number of routine duties of a legal or social nature.
LIAISON
Maintains a network of outside contacts who provide favors and information.
LEADER
Responsible for the motivation and direction of employees.
MANAGERIAL ACTIVITIES
ASSOCIATED ROLES DESCRIPTION
INFORMATIONAL ROLES
MONITOR
Receives wide variety of information; serves as nerve center of internal and external information of the organization.
DISSEMINATOR
Transmit information received from outsiders or from other employees to members of the organization.
SPOKESMAN
Transmit information to outsiders on organization’s plans, policies, actions, and results.
MANAGERIAL ACTIVITIES
ASSOCIATED ROLES DESCRIPTION
DECISIONAL ROLES
ENTREPRENEUR
Searches organization and its environment for opportunities and initiates projects to bring about change.
DISTURBANCE HANDLER
Responsible for corrective action when organization faces important unexpected disturbances.
RESOURCE ALLOCATOR
Makes or approves significant organizational decisions.
NEGOTIATOR
Responsible for representing the organization at major negotiations.
Transition to a New Workplace
THE OLD WORKPLACE
NEW WORKPLACE
CHARACTERISTICS
Resources Atoms – physical assets
Bits – information
Work Structured, localized Flexible, virtualWorkers Dependable
employeesEmpowered
employees, free agents
THE OLD WORKPLACE
THE NEW WORKPLACE
FORCES ON ORGANIZATIONS
Technology Mechanical Digital, e-business
Markets Local, domestic Global, including internet
Workforce Homogenous Diverse
Values Stability, efficiency Change, speed
Events Calm, predictable Turbulent, more frequent crises
THE OLD WORKPLACE
THE NEW WORKPLACE
MANAGEMENTCOMPETENCIES
Leadership Autocratic Dispersed, empowering
Focus Profits Connection to customers, employees
Doing Work By individuals By teams
Relationships Conflict, competition Collaboration
Design Efficient performance
Experimentation, learning organization
Stay Calm Be Visible Put People Before Business Tell the Truth Know When to Get Back to Business
Any clarifications?
HAVE A NICE DAY!!!