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C1 THE MANAGEMENT PROCESS TODAY - Coggle Diagram
C1 THE MANAGEMENT PROCESS TODAY
Organization
collections of people who work together and coordinate their actions to achieve a wide variety of goals
Types of Managerial Skills
Conceptual Skills
The ability to analyze and diagnose a situation and distinguish between cause and effect
Human Skills
The ability to understand, alter, lead, and control the behavior of other individuals and groups
Technical Skills
The job-specific knowledge and techniques required to perform an organizational role.
Core Competence
Specific set of department skills, abilities, and experiences that allows one organization to outperform its competitors.
Entrepreneurs
individuals who notice opportunities and decide how to mobilize the resources necessary to start a new business venture
characteristics
-openness to experience
internal locus of control -
high level of self esteem
need for achievement
entrepreneurship
not the same as managing
it is noticing an opportunity to satisfy a customer need, decide how to find and use resources to make a product or service to full those needs
INTRApreneurs are employees who recognize opportunities for product creation or improvement
Challenges for Management
in a Global Environment
rise of global organizations
building a competitive advantage
maintaining ethical and socially responsible standard
managing a diverse workforce
utilizing new technologies
Building Competitive advantage
ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do
competitive advantages
efficiency
innovation
quality
responsiveness to customer
Innovation
process of creating new or improved goods and services or developing better ways to produce or provide them
Turnaround Management
the creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company's resources and allow it to survive and prosper
Maintaining Ethical and
Socially Responsible Standards
The pressure for a manager to increase organizational performance exists at all levels
social responsibility centers on deciding what if any obligations a company has towards the people and groups affected by its activities
Managing a Diverse Workforce
= the challenge for a manager is to recognize the ethical need and legal requirement to treat human resources in a fair and equitable manner
= human resources (HRM) procedures and practices that are legal and fair must be put into place
Utilizing New Tech
utilizing efficient and effective new tech to link n enable managers and employees to better perform their jobs
Increased global coordination helps improve quality and increase the pace of innovation
Four Task Of Management
Planning
choose appropriate organization goals and courses of action to best achieve those goals.
Planning : process of identifying and selecting appropriate goals and courses of action.
Strategy : cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals.
Steps :
decide which goals to pursue
decide what strategies to adopt to attain those goals
decide how to allocate organization resources to pursue strategies that attain those goals
Organizing
establish task and authority relationships that allow people to work together to achieve organizational goals
Organizing : structuring working relationship in a ways that allows organizational members to work together to achieve organizational goals
Organizational Structure: a formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals.
Leading
motivate, coordinate, and energize individuals and groups to work together to achieve organizational goals
articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals.
Controlling
establish accurate measuring and monitoring systems to evaluate how well the organization has achieve the goals
evaluating how well an organization is achieving its goals and taking action to maintain or improve performance
outcomes of the control process: ability to measure performance accurately and regulate efficiency and effectiveness.
Management
The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently.
Managers And Resources
Managers
the people responsible for surviving the use of an organization's resources to meet its goals
Resources
people, skills, know-how, experience, machinery, raw materials, computers and IT, financial capital, patents, loyal customers and employees.
Achieving High Performance
Organizational Performance
a measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals
efficiency
a measure of how productively resources are used to achieve a goals
effectiveness
a measure of the appropriateness of the goals that mangers select for the organization achieves these goals.
low efficiency/ high effectiveness => right goals to pursue, poor job of using resources
high efficiency/ high effectiveness => right goals to pursue and makes good use of resources
low efficiency/ low effectiveness => wrong goals to pursue and makes poor use of resources
high efficiency/ low effectiveness => inappropriate goals but makes good use of resources.
Performing managerial tasks
Henry Mintzberg :
prof at McGill University
management often chaotic, tense emotional situations
quick immediate reactions needed
Managerial Roles Identified by Mintzberg
Type of role : decisional
Specific Role : entrepreneur
Role activity examples : commit organizational resources to develop innovative goods and services, decide to expand internationally to obtain new customers.
Type of Role : interpersonal
Specific Role : figurehead
Role of Activity : outline future organizational goals to employees at company meetings.
Type of Roles : information
Specific Role : monitor
Role Activity : evaluate the performance of managers in different tasks and take corrective action to improve their performance.
Levels of Managers
First-line managers :
Responsible for the daily supervision of nonmanagerial employees
Middle Managers :
supervise first-line
responsible for finding the best way to use resources to achieve organizational
Top Managers :
establish organizational goals, decide how departments should interact, and monitor the performance of middle managers.
Level of Managers :
CEO
top managers
middle managers
first line managers
Top Management Team
CEO
-COO
-Vice presidents of the most important
departments of a company
