Modern Management 9 th edition

1. . Modern Management9th edition

2. . Ü Objectives • An understanding of the importance of management to society & individuals • An understanding of the role of management • An ability to define management in several different ways • An ability to list & define the basic functions of management • Working definitions of managerial effectiveness & managerial efficiency • An understanding of basic management skills & their relative importance to managers • An understanding of the universality of management • Insights concerning what management careers are & how they evolve • An understanding of management’s digital focus

3. THE IMPORTANCE OF MANAGEMENT . • Influences all levels of an organization • Operations • Human Resources • Sales

4. THE MANAGEMENT TASK . Overall Compensation for Four Disney Top Managers: Fiscal Year 2000 a Table 1.1 Name and Title Salary Bonus Total Options Fiscal Annual /Other Year Compensation Total Michael D. Eisner $ 813,462 $ 8,500,000 $ 9,313,462 $ 3,004,020 $12,317,482 Chairman of Board, CEO Robert A. Iger 1,084,615 5,000,000 6,084,615 3,135,128 9,219,743 President, COO, Director Thomas O. Staggs 700,000 1,500,000 2,200,000 4,020 2,202,020 Senior Executive VP, Pres., CFO Peter E. Murphy 700,000 1,500,000 2,200,000 4,020 2,204,020 Senior Executive VP, CSO a Figures based on company records

5. THE MANAGEMENT TASK . • The Role of Management • Defining Management • Continuing and related activities • Reaching organizational goals • Working with people and resources

6. THE MANAGEMENT TASK . • The Management Process: Management Functions • Planning • Organizing • Influencing • Controlling • Gather • Compare • Modify

7. THE MANAGEMENT TASK . • Management Process and Goal Attainment • Bias for action • Closeness to customer • Autonomy and entrepreneurship • Productivity through people • Hands-on, value-driven orientation • “Sticking to the knitting’’ • Simple organizational form with lean staff • Simultaneous loose-tight properties

8. THE MANAGEMENT TASK . Organizational Goals Planning Influencing Controlling Organizing Interrelations of the four functions of Management to attain organizational goals Figure 1.2

9. THE MANAGEMENT TASK . • Management and Organizational Resources • Managerial Effectiveness • Managerial Efficiency • Management Skills • Technical • Human • Conceptual

10. THE MANAGEMENT TASK . Organizational Resources People Money Raw Materials Capital Resources Finished Products Goods Services Inputs Outputs Production Process Transformation of organizational resources into finished products through the production process Figure 1.3

11. THE MANAGEMENT TASK . Efficient (most resources contribute to production) Not reaching goals and not wasting resources Reaching goals and not wasting resources R E S O U R C E U S E Inefficient (few resources contribute to production) Not reaching goals and wasting resources Reaching goals and wasting resources Ineffective (little progress toward goals) Effective (substantial progress toward goals) G O A L A C C O M P L I S H M E N T Various combinations of managerial effectiveness and managerial efficiency Figure 1.4

12. THE MANAGEMENT TASK . MANAGEMENT LEVELS SKILLS NEEDED Needs Conceptual skills Top Manage-ment Needs Human skills Middle Management Needs Technical skills Supervisory or operational Management As a manager moves from supervisory to top-management, conceptual skills become more important than technical, but human remain important Figure 1.5

13. THE UNIVERSALITY OF MANAGEMENT . • Universal • Universality of Management • The Theory of Characteristics • Positive physical and mental qualities • Special knowledge related to operation

14. MANAGEMENT CAREERS . • A Definition of Career • Career Stages, Life Stages, and Performance • Exploration Stage • Establishment Stage • Maintenance Stage • Career plateauing • Decline Stage

15. MANAGEMENT CAREERS . High Performance Low Growth? Maintenance? Advancement Decline Stagnation? Trial Exploration Establishment Maintenance Decline The relationships among career stages, life stages, and performance Figure 1.6

16. MANAGEMENT CAREERS . • Promoting Your Own Career • Plan • Proactive • Manager • Position

17. MANAGEMENT CAREERS . Manager and Employee Roles in Enhancing Employee Career Development Table 1.2 Dimension Professional Employee Manager Responsibility Assumes responsibility for individual Assumes responsibility for employee career development development Information Obtains career information through Provides information by holding up a mirror self-evaluation and data collection: of reality: What do I enjoy doing? How manager views the employee Where do I want to go? How others view the employee How “things work around here’’ Planning Develops an individual plan to reach Helps employee assess plan objectives Follow-through Invites management support through Provides coaching and relevant information high performance on the current job by on opportunities understanding the scope of the job and taking appropriate initiative

18. MANAGEMENT CAREERS . • Special Career Issues • Women Managers • Dual-Career Couples • How Dual-Career Couples Cope

19. MODERN MANAGEMENT’SDIGITAL FOCUS . • Defining Digital Dimension • Digital • Digital Dimension • Digital Dimensioning • Digital Dimensioning and Traditional Management Functions

20. SPECIAL FEATURESFOR REMAINING CHAPTERS . Law of the situation Spotlights Global Ethics Diversity Quality People Across Industries Digital Focus

21. Chapter One ? Questions