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PART ONE - FOUNDATIONS

PART ONE - FOUNDATIONS. Introduction to Management. Chapter 1 Overview. What is Management? Levels of Management The Management Process Principles of Management Women and Minorities in Management Managing Diversity What Is an Entrepreneur? The Importance of Small Businesses.

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PART ONE - FOUNDATIONS

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  1. PART ONE - FOUNDATIONS Introduction to Management

  2. Chapter 1 Overview • What is Management? • Levels of Management • The Management Process • Principles of Management • Women and Minorities in Management • Managing Diversity • What Is an Entrepreneur? • The Importance of Small Businesses

  3. What is Management? • Levels of Management • Senior Management • Middle Management • Supervisory Management  • The Management Process • Management Tasks  • Management Roles  • Management Skills  • What is Management? • Levels of Management • Senior Management • Middle Management • Supervisory Management  • The Management Process • Management Tasks  • Management Roles  • Management Skills  • What is Management? • Levels of Management • Senior Management • Middle Management • Supervisory Management  • The Management Process • Management Tasks  • Management Roles  • Management Skills  • What is Management? • Levels of Management • Senior Management • Middle Management • Supervisory Management  • The Management Process • Management Tasks  • Management Roles  • Management Skills 

  4. Figure 1.1 The Management Pyramid

  5. Figure 1.2 Levels of Business Management 1. Senior Management Senior management is responsible for setting goals for the business, deciding what actions are necessary to meet them, and determining how best to use resources. This level of management usually includes the chairperson of the board of directors, the CEO, the COO, and the company's senior vice presidents. 2. Middle Management Middle management is responsible for achieving the goals set by senior management. Middle management includes company department heads and district sales managers. 3. Supervisory Management Supervisory management is responsible for the people who physically produce the company's products or provide its services. Forepersons, crew leaders, and store managers are all examples of supervisors.

  6. What is Management? • Levels of Management • Senior Management • Middle Management • Supervisory Management  • The Management Process • Management Tasks  • Management Roles  • Management Skills 

  7. Figure 1.3 Relative Amount of Emphasis Placed on Each Function of Management

  8. What is Management? • Levels of Management • Senior Management • Middle Management • Supervisory Management  • The Management Process • Management Tasks  • Management Roles  • Management Skills 

  9. Figure 1.4 Definitions of Management Roles Interpersonal Roles Entrepreneur: Manager initiates change. Disturbance handler: Manager decides how conflicts between subordinates should be resolved and steps in when a subordinate suddenly leaves or an important customer is lost. Resource Director: Manager decides how the organization will use its resources. Negotiator: Manager decides to negotiate major contracts with other organizations or individuals. Interpersonal Roles Figurehead: Manager serves as official representative of the organization or unit. Relationship builder: Manager interacts with peers and with people outside the organization to gain information. Leader: Manager guides and motivates staff and acts as a positive influence in the workplace. Information-Related Roles Monitor: Manager receives and collects information. Communicator: Manger distributes information within the organization. Spokesperson: Manager distributes information outside the organization.

  10. What is Management? • Levels of Management • Senior Management • Middle Management • Supervisory Management  • The Management Process • Management Tasks  • Management Roles  • Management Skills 

  11. Figure 1.5 Mix of Skills Used at Different Levels of Management

  12. Principles of Management • Women and Minorities in Management • Managing Diversity  • Reasons for Creating Diverse Workforces  • Diversity Training • What Is an Entrepreneur? • Entrepreneurs in Large and Medium-Sized Businesses • The Importance of Small Businesses • Principles of Management • Women and Minorities in Management • Managing Diversity  • Reasons for Creating Diverse Workforces  • Diversity Training • What Is an Entrepreneur? • Entrepreneurs in Large and Medium-Sized Businesses • The Importance of Small Businesses • Principles of Management • Women and Minorities in Management • Managing Diversity  • Reasons for Creating Diverse Workforces  • Diversity Training • What Is an Entrepreneur? • Entrepreneurs in Large and Medium-Sized Businesses • The Importance of Small Businesses

  13. Figure 1.6 Projected U.S. Population, by Demographic Group, 2000-2050 Demographic Group 2000 2010 2020 2030 2040 2050 (percent of population) Non-Hispanic white 71.8 68.0 64.3 60.6 56.6 52.8 Non-Hispanic black 12.2 12.6 12.9 13.1 13.3 13.6 Hispanic 11.4 13.8 16.3 18.9 21.7 24.5 Non-Hispanic American Indian, Eskimo and Aleut 0.9 0.7 0.8 0.8 0.8 0.9 Non-Hispanic Asian and Pacific Islander 3.9 4.8 5.7 6.6 7.5 8.2 Total 100.0 100.0 100.0 100.0 100.0 100.0

  14. Principles of Management • Women and Minorities in Management • Managing Diversity • Reasons for Creating Diverse Workforces  • Diversity Training • What Is an Entrepreneur? • Entrepreneurs in Large and Medium-Sized Businesses • The Importance of Small Businesses

  15. Figure 1.7 The Changing American Workplace 1. The Workplace in the 1960s Until the 1970s, white males dominated most businesses in the United States. For the most part, managers managed people who came from backgrounds that were similar to their own. 2. The Workplace in the Year 2002 By the year 2002, most workplaces included women and minorities. Increasing diversity has helped companies understand the needs of their increasingly diverse customer bases. 3. The Workplace in the Mid-Twenty-First Century By the middle of the twenty-first century, minorities will make up almost half of the population. In response to these changes, the workplace is expected to be come even more diverse than it is today.

  16. Principles of Management • Women and Minorities in Management • Managing Diversity • Reasons for Creating Diverse Workforces  • Diversity Training • What Is an Entrepreneur? • Entrepreneurs in Large and Medium-Sized Businesses • The Importance of Small Businesses • Principles of Management • Women and Minorities in Management • Managing Diversity  • Reasons for Creating Diverse Workforces  • Diversity Training • What Is an Entrepreneur? • Entrepreneurs in Large and Medium-Sized Businesses • The Importance of Small Businesses • Principles of Management • Women and Minorities in Management • Managing Diversity  • Reasons for Creating Diverse Workforces  • Diversity Training • What Is an Entrepreneur? • Entrepreneurs in Large and Medium-Sized Businesses • The Importance of Small Businesses

  17. ? Questions

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