Efficient Using resources wisely and in a cost- effective
way
Slide 11
Effective Making the right decisions and successfully
implementing them
Slide 12
Efficient - Effective Case The Accounting department in XYZ
company consists of five accountant clerks and one manager. The CEO
decided to downsize the Accounting Department by dismissing two
clerks. The company is planning to buy a computerized accounting
system. The cost of the two accountants is BD1000 per month while
the one-time cost of the computerized system is BD1200.
Slide 13
Efficient - Effective Case Assumption: Other factors are
constant Using the above information only what would you use to
describe it Efficient Effective
Slide 14
Scenario (A) The system proved to be a failure in recording the
accounting transactions. Using the information in scenario (A) only
what would you use to describe it: Efficient Effective Inefficient
Ineffective
Slide 15
Scenario (B) The system proved to be a success in recording the
accounting transactions and in cutting costs. Using the information
in scenario (B) only what would you use to describe it Efficient
Effective Inefficient Ineffective
Do the managerial functions occur in a step- by-step fashion?
Can a manager be engaged in several different activates
simultaneously?
Slide 27
UPS Managerial Functions Case Public company Managing e-
commerce Deliveries CEO James Kelly
Slide 28
Planning A top priority is building UPS into the leading
shipper of on-line purchases to many destinations Decided to invest
in new technology to track packages Goals & Plan
Slide 29
James Kelly CEO, Top manager Other managers and employees Two
businesses: Air express + Ground shipping UPS combined its air
express and ground shipping businesses so customers can arrange for
any delivery with one phone call Grouping Resources &
Activities Organizing
Slide 30
Top managers forged connected with other managers and employees
and learned to works and what doesnt when dealing with employees
They brought all the employees to belief and live the vision of the
organization. They inspired employees to stretch their performance
to the maximum. Employees Profit sharing scheme Influencing &
motivating employees behavior Leading
Slide 31
UPS managers request daily track reports to follow and check
the delivery and the productivity of each employee Controlling
Regulating & Evaluating performance
Slide 32
Identify the base of the following managerial classifications
Top managers Marketing Manager Accounting Manager Accounting
Supervisor Head of IT First-line Manager Head of Public Relations
Finance Chairperson Chief Executive Officer
Slide 33
Identify the base of the following managerial classifications
Top managers Marketing Manager Accounting Manager Accounting
Supervisor Head of IT First-line Manager Head of Public Relations
Finance Chairperson Chief Executive Officer
Slide 34
Kinds of Managers by Level and Area Marketing Administration
Other Human resources Operations Finance Middle managers Areas of
Management Levels of Management First-line managers Top managers
Figure 1.3
Slide 35
Kinds of Mangers Levels of the organization Top Middle
First-line Area of Specialization Marketing Finance Operation Human
Resources Administration Others
Slide 36
Top Managers Small group of executives Control the organization
Major Decisions Set the organizational goals and strategy &
Operating Policies CEO Marketing Administration Other Human
resources Operations Finance Middle managers Areas of Management
Levels of Management First-line managers Top managers
Slide 37
Middle Managers Implement top managers goals and strategies
Supervising and coordinating the activities of lower-level
management Largest group of managers Plant manager, operation,
Heads of Departments
Slide 38
First-line Managers Oversee the day-to-day operation Direct
supervision of non-managerial employees (operating employees)
Supervisor, Office Manger
Slide 39
Areas of Management Marketing Manager Financial Manager
Operating Manager Human Resources Manager Administrative Managers
Other Kinds of Managers
Slide 40
Marketing Manager Works in areas related to the marketing
function and helps to get customers
Slide 41
Financial Manager Deals primarily in the financial resources
and are involved in activities such as accounting, cash management,
investment.
Slide 42
Operating Manager Concerns with creating and managing the
systems that create an organizations products and services.
Production control Inventory control Quality control Plant site
selection and layout
Slide 43
Human Resources Manager Responsible for hiring and developing
employees. Selection and Recruitment Training and development
Compensation and benefits Performance appraisal Discharging
Slide 44
Administrative Managers Generalists who have some basic
familiarity with all function areas of management rather than
specialized training in any one area.
Slide 45
Other Kinds of Managers PR Public Relations R & DResearch
& Dev. ITInformation Tech.
Interpersonal Roles Attending Eid Ceremony in the King Palace
FIGUREHEAD Encouraging employees to improve productivity LEADER
Coordinating activities of two project groups LIAISON
Slide 48
Interpersonal Roles Attending Eid Ceremony in the King Palace
FIGUREHEAD Encouraging employees to improve productivity LEADER
Coordinating activities of two project groups LIAISON
Slide 49
Information Role
Slide 50
Scanning industry reports to stay abreast of development
MONITOR Sending memos outlining new organizational initiatives
DISSEMINATOR Making a speed in a formal setting SPOKESPERSON
Slide 51
Information
Slide 52
Decisional Roles Developing new ideas for innovation -
ENTREPRENEUR Resolving conflict between two subordinates
DISTURBANCE HANDLER Reviewing and revising budget requests RESOURCE
ALLOCATOR Reaching agreement with a key supplier NEGOTIATOR
Slide 53
Managerial Skills Define managerial skill and how does it
differ than managerial functions and managerial roles?
Technical Skills Skills necessary to accomplish or understand
the specific kind of work being done in an organization
Slide 56
Interpersonal Skills Ability to communicate with, understand
and motivate both individuals and groups
Slide 57
Conceptual Skills Ability to think in abstract terms How the
parts integrate Holistic View of the organization.
Slide 58
Diagnostic Skills Ability to analyses symptoms, causes of a
situation and Visualized the most appropriate response
Slide 59
Communication Skills Ability to both effectively convey ideas
and information to others and effectively receive ideas and
information from others
Slide 60
Decision-making skills The managers ability to recognize and
define problems and opportunities correctly and then to select an
appropriate course of action to solve problems and capitalize on
opportunities
Slide 61
Time-Management Skills Ability to prioritize work, to work
effectively and to delegate appropriately
