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Management

Management. By STEPHEN P. ROBBINS MARY COULTER. PART 1. Chapter 1 Introduction to Management and Organization Chapter 2 Management yesterday and Today. Management Process. Planning Organizing Leading Controlling. 1. Interpersonal Figurehead Leader Liaison 2. Informational Monitor

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Management

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  1. Management By STEPHEN P. ROBBINS MARY COULTER

  2. PART 1 • Chapter 1 Introduction to Management and Organization • Chapter 2 Management yesterday and Today

  3. Management Process • Planning • Organizing • Leading • Controlling

  4. 1. Interpersonal Figurehead Leader Liaison 2. Informational Monitor Disseminator Spokeperson 3. Decisional Entrepreneur Disturbance Handler Resource Allocator Negotiator Management Roles : Henry Mintzberg

  5. Management Skill 1. Technical Skill 2. Human Skill 3. Conceptual Skill

  6. Management Theories 1. Scientific 2. Administrative Theorists 3. Quantitative Approach 4. Organizational Behavior

  7. Current Trends and Issues • Globalization • Workforce Diversity • Entrepreneurship • E – Business • Need for Innovation and Flexibility • Quality Management • Learning Organization • Workplace Spirituality

  8. PART 2 • Chapter 3 Organization Culture and the Environment : The Constraints • Chapter 4 Managing in a Global Environment • Chapter 5 Social Responsibility and Managerial Ethics

  9. Low…………High Attention to Detail Low…………High Innovation and Risk Taking Low…………High Outcome Orientation Organizational Culture Low…………High Stability Low…………High People Orientation Low…………High Aggressiveness Team Orientation Low…………High

  10. Managing in a Global Environment The Global Environment • Regional Trading Alliance • Different Type of Global Organizations

  11. Stage I Passive Response Stage II Passive Response Stage III Established International Operations Foreign Subsidiary Joint Ventures Strategic Alliances Exporting To foreign countries or Importing From foreign countries Hiring foreign Representation Or contracting With foreign manufacturers Licensing/ Franchising

  12. Social Responsibility and Managerial Ethics • The “Greening “ of Management • How Organizations Go Green 1. Legal Approach 2. Market Approach 3. Stakeholders Approach 4. Activist Approach

  13. PART 3 • Chapter 6 Decision Making: the Essence of the Manager’s Job • Chapter 7 Foundations of Planning • Chapter 8 Strategic Management • Chapter 9 Planning Tools and Techniques

  14. Purposes of Planning • Planning Gives Direction • Planning Reduces Uncertainty • Planning Reduces Overlapping and Wasteful Activities • Planning Sets the Standard Used in Controlling

  15. The Strategic Management Process 2 3 Analyze the Environment. Identify the Opportunities And threats. 1 Identify the organization’s current mission, Objectives, and strategies. 6 7 8 Formulate Strategies. Formulate Strategies. Formulate Strategies. 4 5 Analyze the organization’s Resources. Identify Strengths and Weaknesses.

  16. Levels of Organization Strategy Multibusiness Corporation Corporate Level Business Level Strategic Business Unit 1 Strategic Business Unit 2 Strategic Business Unit 3 Research and Development Marketing Finance Functional Level Manufacturing Human Resources

  17. PART 4 • Chapter 10 Organizational Structure and Design • Chapter 11 Communication and Information Technology • Chapter 12 Human Resource Management • Chapter 13 Managing Change and Innovation

  18. Contemporary Organization Designs • Team-Based Structures • Matrix Structure • Project Structure • Autonomous Internal Units • Boundaryless Organization • Leaning Organization

  19. The HRM Process Environment Human Resource Planning Recruitment Selection Identification and Selection of Competent Employees Training Orientation Training Adapted and competent employees with up-to-date skills and knowledge Performance Management Compensation and Benefits Career Development Competent and high-performing employees who are capable of sustaining high performance over the long term Environment

  20. Chang Management Forces for Change 1. External Forces • Marketplace • Governmental Laws and Regulations • Technology • Labor Market • Economic 2. Internal Forces • Operations of the Organization

  21. PART 5 • Chapter 14 Foundations of Behavior • Chapter 15 Understanding Groups and Teams • Chapter 16 Motivating Employees • Chapter 17 Leadership

  22. Behavior • Individual Behavior • Attitude • Personality • Perception • Learning • Motivation • Group Behavior • Team Building • Leadership • Conflict

  23. Attitude • Job Satisfaction • Job Involvement • Organizational Commitment • Organizational Citizenship Behavior

  24. Big-Five Model of Personality • Extraversion • Agreeableness • Conscientiousness • Emotional Stability • Openness to Experience

  25. Shaping : A Managerial Tool • Positive Reinforcement • Negative Reinforcement • Punishment • Extinction

  26. PART 6 • Chapter 18 Foundations of Control • Chapter 19 Operations and Value Chain Management

  27. Types of Control • Feedforward Control • Concurrent Control • Feedback Control

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