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Management meeting and exceeding customer expectation 8th ch01

Management:
An Overview

Chapter 1

MANAGEMENT
Meeting and Exceeding Customer Expectations
EIGHTH EDITION
Prepared by
Deborah Baker
Texas Christian University
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

1


learning objectives
1. Explain why organizations need managers
2. Describe the needs that affect a manager’s universe
3. Identify and explain the levels of management
4. List and describe the management functions

5. Determine how management functions apply to each
level of management

Chapter 1

6. Identify and explain management roles

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

2


learning objectives

(continued)

7. List and describe management skills
8. Contrast the myths with the realities of a manager’s
job

9. Discuss the criteria used to evaluate a manager’s

Chapter 1

performance

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

3


Management and Managers

Managers
Managers

Chapter 1

Management
Management



People who allocate and
oversee the use of resources

One or more managers
individually and collectively
setting and achieving goals by
exercising related functions and
coordinating various resources

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

4


Management and Managers

Chapter 1

Goal
Goal

An outcome to be achieved or a
destination to be reached over a
period of time through the
exercise of management
functions and the expenditure of
resources

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5


Management and Managers

Objective
Objective

Chapter 1







Specific
Measurable
Attainable
Results-oriented
Time limited

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11

Organizational Need for Managers

Chapter 1

Organization
Organization

An entity managed by one or
more persons to achieve stated
goals

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7


The Manager’s Universe

22

Managers
Managersand/or
and/orOrganizations…
Organizations…

Chapter 1

1.
2.
3.
4.
5.

Need to please customers
Should provide leadership
Must act ethically
Should value diversity
Must learn to cope with global challenges

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

8


22

The Need to Please Customers

Quality
Quality

Chapter 1

Customer
Customer

The features and characteristics
of a product or service that allow
it to satisfy requirements of
those who use or consume them

Any person or group, both
inside and outside an
organization, who uses or
consumes outputs from an
organization or its members

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9


22

The Need to Provide Leadership
Leaders…
Leaders…

 Initiate and facilitate change
 Develop and articulate the organization’s
goals

 Create an environment in which
employees can figure out what needs to be
done

Chapter 1

 Must be present at every level
 Create and maintain supportive
environments
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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22

The Need to Act Ethically

Chapter 1

Ethics
Ethics

The branch of philosophy
concerned with what constitutes
right and wrong human conduct,
including values and actions, in
a given set of circumstances

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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22

The Need to Value Diversity
Diversity
Diversity
Ethnic
Ethnicand
and
Racial
Racial
Backgrounds
Backgrounds

Gender
Gender
Differing
DifferingAge
Age
Groups
Groups

Chapter 1

Cultural
Culturaland
and
National
NationalOrigins
Origins

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

Mental
Mentaland
and
Physical
Physical
Capabilities
Capabilities

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22

The Need to Value Diversity
Challenges
Challengesfor
forManagers
Managers

1. Integrate the diversity that exists in their
communities and external customers into
their work forces

2. Learn about and understand their
employees’ differences

3. Find ways to utilize and celebrate these
Chapter 1

differences

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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22

The Need to Cope with Global
Challenges
Technological
Technological Advances
Advances
Economic
Economic Changes
Changes
Natural
Natural Disasters
Disasters

Chapter 1

Crises
Crises
Social
Social and
and Political
Political Changes
Changes
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14


Pyramid of Management Hierarchy

Chapter 1

33

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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33

Levels of Management
• CEO
Top
Top
• President
Management
Management • Vice Presidents
• Below VPs
Middle
Middle
but above the
Management
Management
supervisory level

Chapter 1

• Supervisors
First-Line
First-Line
• Team leaders
Management
Management • Team facilitators

Functional
Functional
Managers
Managers

• Expertise in
specialty areas

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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33

Essential Business Functions
Marketing
Marketing

Operations
Operations

Chapter 1

Finance
Finance
Human
Human
Resource
Resource
Management
Management
Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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Chapter 1

33

Levels of Management

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44

Management Functions
Planning
Planning
Organizing
Organizing
Staffing
Staffing

Chapter 1

Leading
Leading
Controlling
Controlling
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19


Planning

44

 Lay the groundwork
 Identify goals and ways to achieve them
 Assign priorities to each goal
 Determine the resources required
 Determine actions that commit:
– individuals
– departments

Chapter 1

– organization

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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44

Organizing
 Determine the tasks to be accomplished
 Group these tasks by employee position
 Decide on the relationships the positions

Chapter 1

have to one another

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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44

Staffing
 Execute HR management activities:
– Determine needed skills and
experiences of each position
– Determine number of persons needed

Chapter 1

– Train employees for positions

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

22


Leading

44

 Help organizations and employees achieve
goals

 Serve as models for expected behaviors
 Coach, counsel, inspire, and encourage
 Communicate and listen
 Respond to concerns

Chapter 1

 Resolve disputes

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

23


Controlling

44

 Prevent, identify, and correct deviations from
guidelines

Chapter 1

 Identify and correct the causes of deviations

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

24


Chapter 1

55

Functions and Levels of
Management

Copyright ©2005 by South-Western, a division of Thomson Learning. All rights reserved

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