Презентация на тему "The management role"

Презентация: The management role
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Скачать презентацию (3.76 Мб). Тема: "The management role". Содержит 72 слайда. Посмотреть онлайн. Загружена пользователем в 2019 году. Оценить. Быстрый поиск похожих материалов.

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Содержание

  • Презентация: The management role
    Слайд 1

    The management role

  • Слайд 2

    Announcements

    Attendance – will be marked from now on HW – Late home works will not be graded from now on Mbox – results online, feedback Read the Guidebook according to the lectures Katya’s question on Fayol

  • Слайд 3

    HW feedback

  • Слайд 4

    HW Feedback – our class

    Myers-Brigs Type Indicator

  • Слайд 5

    Morgan’s Metaphors – class options

  • Слайд 6

    Recap

    What is industrial sociology?

  • Слайд 7

    What is the difference between introversion and extraversion?

  • Слайд 8

    Why is the psychological concepts important to managers? For example, Employee personality?

  • Слайд 9

    How do you understand Psychological contract and do we have them in Kazakhstan?

  • Слайд 10

    Why do we need Stakeholder Model?

  • Слайд 11

    Importance of Organizational Goals and Objectives

    “If you do not know where you are going you cannot tell if you have arrived!” CORPORATE STRATEGY – serves to describe organization’s sense of purpose, and plans and actions for its implementation

  • Слайд 12

    Relationship between People and Successful Strategies (by Johnson et al.)

    People as a resource People and behavior Organizing people “Creating a climate where people strive to achieve success and the motivation of individuals are crucial roles of any manager and are central a part of their involvement in their organization’s strategy”

  • Слайд 13

    Managers’ skills and competencies

    Should be strategically aware and appreciate the origins and nature of change Possess a comprehensive set of skills and competencies Be able to deal effectively with the forces which represent opportunities and threats to organization Effective strategic management creates a productive alliance between the nature and the demands of the environment, the organizations’ cultures and values the resources that the organization has at its disposal

  • Слайд 14

    Strategy and Synergy

    Synergy can be experienced when 2 companies merge Strategy of the obtained firm should be changed and adjusted accordingly The new organization could benefit from combined strength and opportunities, skills and expertise. It is possible to experience negative Synergy (2+2=3)

  • Слайд 15

    Types of Mergers

    5-15 Conglomerate Vertical Horizontal No Relationship between companies

  • Слайд 16

    Organizational Goal

    Reasons for organizational existence The activities of the organization are directed to attain goals To be effective goals: Should be emphasized Stated clearly Communicated to all members of organization

  • Слайд 17

    Mission vs. Vision

    What is the difference?

  • Слайд 18

    Vision provides the overall of reference within which mission statements are written and goals selected

  • Слайд 19

    Mission

    Reason for a company’s existence Sets an organization’s purpose, guiding values and principles and the way in which it intends to achieve its objectives, while recognizing the interests of other stakeholders.

  • Слайд 20

    Organizational Goals

    If you don’t know where you are going, you cannot tell if you have arrived Function of organization – creation and /or supply of goods and services Organizational goals – more specific than function Nature of inputs and outputs Series of activities through which outputs are achieved Interactions with external environment

  • Слайд 21

    Functions of goals

    Provide a standard of performance Provide a basis for planning and management control Provide guidelines for decision-making and justification for actions taken Influence the structure of the organization and help determine the nature of technology used Help develop commitment of individuals and groups to the activities of the organization Give an indication of what the company is really like Serve as basis for the evaluation of change and organizational development Serve as basis for objectives and policies of the company

  • Слайд 22

    Characteristics of good goals

    Understandable Contain a time element Carefully drawn Subject to alignment Otherwise, known as SMART goals Specific Measurable Achievable Relevant Time-bound

  • Слайд 23

    I want to graduate from the University Vs. I want to graduate from ISE with major in management and minimum GPA 3.5 by June 2013

  • Слайд 24

    Objectives

    Objectives set out the specific goals of the organization, the aims to be achieved and the desired end results. They are smaller than goals and represent specific actions in the near future to be taken to achieve the goals

  • Слайд 25

    Objectives and Policy

    Objectives – set out more specifically the goals of organization, the aims to be achieved and the desired end-results. Main objectives include: Survive Maintain growth and development Make profit Policy – is developed within the framework of objectives. Is a guideline for organizational action and the implementation of goals and objectives Translated into Rules, Plans, Procedures Relates to all activities of the organization at all levels

  • Слайд 26

    Key Areas for Organizational Objectives

    Market standing – position in relation to competitors Innovation – commitment to R&D Productivity – production levels and standards Physical and financial resources – use, acquisition and maintenance of capital and financial assets Profitability – target profit Managerial performance and development – rates of levels of managerial growth Worker performance and attitude – rates of worker productivity, their desired attributes Public Responsibility – company’s responsibilities to stakeholders and the extent to which it intends to live up to those responsibilities Internet usage – extent of usage to reach company’s goals

  • Слайд 27

    Working with Organizational Objectives

    An organization should set three types of objectives: 1. Short-term – 1 year or less 2. Intermediate-term – 1-5 years 3. Long-term – 5 to 7 years Developing a Hierarchy of Objectives: Principle of breaking a larger objective into smaller sub-objectives so that individuals at different levels and sections of the organization know what they must do to help reach the overall organizational objective.

  • Слайд 28
  • Слайд 29

    Guidelines for Establishing Quality Objectives 1. Let those responsible for attaining objectives have voice in setting them 2. State objectives as specifically as possible 3. Relate objectives to specific actions whenever necessary 4. Pinpoint expected results 5. Set goals high enough that employees have to strive to meet them 6. Specify when goals are expected to be achieved 7. Set objectives only in relation to other organizational objectives 8. State objectives clearly and simply

  • Слайд 30

    Management by Objectives (MBO)

    The MBO strategy: 1. All individuals are assigned a specialized set of objectives 2. Performance reviews are conducted periodically 3. Rewards are given to individuals

  • Слайд 31

    MBO Process:

  • Слайд 32

    MBO Example at credit dep’t of Regions Bank

    75% of portfolio reviewed by Dec. 15 Perform 2 reviews per week Submit 2 reviews weekly to supervisor Praise, raise, or reprimand at evaluation Goals for next period are set Supervisor reviews weekly work

  • Слайд 33

    Factors Necessary for a Successful MBO Program

    1) Top management must be committed and set appropriate objectives 2) Managers and subordinates must develop and agree on individual’s goals 3) Employee performance should be evaluated against established objectives 4) Management must follow through on employee performance evaluations

  • Слайд 34

    MBO Benefits and Problems

    Benefits of MBO Advantages Manager and employee efforts are focused on activities that will lead to goal attainment Performance can be improved at all company levels Employees are motivated Departmental and individual goals are aligned with company goals Disadvantages Constant change prevents MBO from taking hold An environment of poor employer-employee relations reduces MBO effectiveness Strategic goals may be displaced by operational goals Mechanistic organizations and values that discourage participation can harm the MBO process Too much paperwork saps MBO energy

  • Слайд 35
  • Слайд 36

    Manager’s role

    Manager – a person who is responsible for coordinating resources and the actions of others, for the achievement of goals is involved with leading people to achieve goals need to coordinate the actions of people, together with other resources, such as money, materials and technology.

  • Слайд 37
  • Слайд 38

    Differences between managers

    Levels and functions of management

  • Слайд 39

    Levels of management

    Upper-level management (a/k/a senior-level management) Strategic planning and broad decision scope Middle-level management Divisional planning and intermediate decision scope Lower-level management (a/k/a junior-level management or operational management) Operational planning and narrow decision scope

  • Слайд 40

    Fundamentals of Decisions

  • Слайд 41

    Functional vs. General managers

    Functional managers are responsible for managing a particular section of operations, such as marketing, finance or communications. General managers are responsible for the achievement of broader goals, or can be responsible across different functions. QUESTION: Which one would you want to be?

  • Слайд 42

    Differences between managers

    2. Qualities of the Individual Manager Question: If you were hiring a manager for your company – what would you do to learn if he has skills to be a good manager for you

  • Слайд 43

    Management Skill: The Key to Management Success

    Defining Management Skill Ability to carry out a process of reaching organizational goals by working with and through people and other organizational resources Remember? Effectiveness and efficiency

  • Слайд 44

    Classic vs. Contemporary view on Management skill

    Management Skill: A Classic View Technical Skills Human Skills Conceptual Skills Management Skill: A Contemporary View 1. Define major activities that managers typically perform 2. List skills needed to carry out these activities successfully

  • Слайд 45

    Attributes and qualitiesof a manager

    Technical competence The application of knowledge to tasks Social and human skills Interpersonal relationships and judgement Conceptual ability Understanding the complexities of the organisation as a whole and its environment

  • Слайд 46

    Management Skill: The Key to Management Success

  • Слайд 47

    Behaviour pattern of managers:

    Despite working in different jobs and organisations, most managers undertake two common activities: Agenda-setting Network-building

  • Слайд 48

    Hard and soft skills

    Hard skills are used for Conducting disciplinary matters Fighting one’s corner in debates Budgeting Soft skills are used for Counselling Supporting Advising Successful managers can adjust their approach across the spectrum of skills.

  • Слайд 49

    Situational management

  • Слайд 50

    Key strategies for future managers

    Developing leadership Driving radical change Reshaping culture Dividing to rule Exploiting the organisation Keeping the competitive edge Achieving constant renewal Managing the motivators Making team working work Achieving total management quality

  • Слайд 51

    Delegation

    - Process of entrusting authority and responsibility to others through-out the various levels of organization Upward delegation Lateral delegation Downward delegation Benefits: Best use of time A means of training and development Strength of the workforce

  • Слайд 52

    Question: Why managers would lack to delegate?

  • Слайд 53

    Reasons for Lack of Delegation

  • Слайд 54

    Question: Do you think most of the students in the world are lazy or hard-working?

  • Слайд 55

    Assumptions about human nature

  • Слайд 56

    Self-Sealing Value Loop

    Copyright 2007 Prentice Hall 4-56 Manager believes most employees dislike work Manager imposes tight controls, punishments, and rewards Trust and autonomy decline Employees work within the rules but do not innovate and improve Manager concludes that original assumption is correct “See! I was right. My own experience proves it.”

  • Слайд 57
  • Слайд 58
  • Слайд 59

    Empowerment

    - Allowing employees more freedom, autonomy and self-control over their work, and responsibility for decision-making Anticipated effects: Motivated stuff Quality customer service Improved profits Question: Would you want to empower your employees this way? Will it work for our country?

  • Слайд 60

    Gender Differences

  • Слайд 61

    Women and minority management

    So-called “male values” Rationality, competition, control, and self-assertion So-called “female values” Intuition, caring, emotion, acceptance, and cooperation “Glass ceiling”??

  • Слайд 62
  • Слайд 63

    Glass Ceiling

    An invisible barrier separates women and minorities from top management positions Fortune 500 Women Corporate Officers 2005 = 16.4% 2000 = 12.5% 1995 = 8.7% Only eight Fortune 500 companies have female CEOs Ethical Dilemma: A Man’s World

  • Слайд 64

    Cultural Influences

    Culture influences:  the types of people that are described as managers  the qualities valued in managers  the level and scope of managerial work  styles of management. EXAMPLES: in Malaysia, all administrative and managerial personnel are described as managers in France, executives and professional employees are not included as managers in South Korea, graduates recruited to white-collar jobs would be defined as managers even though they would not be promoted to managerial work until later in their career. QUESTION: What about our country?

  • Слайд 65

    Managers’ role: what they do?

  • Слайд 66

    Managers’ activities according to Gulick and Urwick

    Planning Organising staffing Directing coordinating reporting budgeting.

  • Слайд 67

    The manager’s roles: Mintzberg

  • Слайд 68
  • Слайд 69

    Lawrence’s study results

  • Слайд 70

    Comparing studies

    Managers may in practice do different things to what the theory states: the ‘roles’ of a manager may not be what actually happens in practice.

  • Слайд 71

    HW 3 due to Sep 17!

    Are the results shown in studies by Lawrence and Mintzberg consistent with the situation in Kazakhstan? Explain Interview one manager to find out his/her main duties Provide name/occupation/work place Create a table same to one on p. 52 in your Guide book (you can add or remove activities) Analyze your table and discuss your findings, did you have any unexpected results? If you could change something, what would it be?

  • Слайд 72

    MBox – Round 3

    Find the examples of Mission and Vision statement of an existing company. Discuss the difference and uncover the main goal and important message that mission and vision carries out to stakeholders of the company. Many companies have mission and vision statements only for the sake of statements. Not only employees, but manager as well, fail to pay attention to their importance and ignore to emphasize their meaning in the activities of the organization. How would you resolve this problem in your organization?

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