Post on 09-Dec-2014
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Ms. Nyein Ma Ma
Business and IT Management Lecturer, English Teacher
MIB (GGSB, FR)
MCSc (UCSY, MM)
Introduction to Management
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ManagementManagersLevels of ManagersRole of ManagersFunctions of ManagersSkills of ManagersOrganizationsCharacteristics of OrganizationsImportance/ Universality of Management
Scope
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Oversees, coordinates, motivates, supervisesActivities/ Performance (Effective and Efficient)
Effectiveness- Doing the right things ( Accomplishing)
Efficiency- Doing things right ( With minimum/limited usage of resources)Resources: Materials, Manpower, Machines, Money,
Management, Method, TiME (7 Ms)
Management
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Oversees, coordinates, motivates, supervisesGoal and people-orientedResponsible and Accountable
Responsibility_ The ability to take responsibility or duties
Accountability- The ability to be answerable for the results of a responsibility a person has taken.
Managers
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Non-Managerial Individuals
Operational/ First Line
Management
Tactical/ Middle
Management
Strategic/Top Management
BOD
Managers
Supervisors
Operators
Managerial Levels
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Operational Management
Lower Tactical Management
Middle Tactical Management
Higher Tactical Management
Strategic Management
BOD
General Manager
Deputy General Manager
Departmental
Manager1
Senior Executive 1
Senior Executive 2
Departmental
Manager2
Senior Executive 1
Senior Executive 2
Extended Managerial Levels
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Informational Decisional Interpersonal
Monitor Entrepreneur Figurehead
Obtain info to develop
Search for opportunities
Perform legal & social duty
Disseminator Resource allocator Leader
Relay info within org
Allocate resources Motivates subordinates
Spokesperson Negotiator Liaison
Relay info to outsiders
Undertake negotiation
Maintains network of outside contact
Disturbance Handler
Perform corrective action
Role of Managers: Mintzberg’s Managerial Roles
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Functions of Management: POLC
Planning
Organizing
Leading
Controlling
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Defining goals and objectivesEstablishing strategies for achieving goals OR
setting mission statementsDeveloping plans to integrate and coordinate
activitiesProvides guidance and directionEnsures success and growth or the firm by
continuous planningStrategic plan, tactical plan, operational plan
Functions of Management: Planning
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Determining tasks to be done (job descriptions)Indentifying who is responsible for which specific
responsibility (allocation of work)Establishing who reports to whom (designing
organizational structure)Define at what level decisions are made Ensures coordination or all activities
Functions of Management: Organizing
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Motivating subordinates Positively influencing individuals or teamsDealing with employee behavior issuesContinual process
Functions of Management: Leading
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Setting standards or measures to evaluate performance
Monitoring and evaluating actual performanceComparing actual to standardTaking corrective action if necessaryClosely linked to planningRegular and continual process
Functions of Management: Controlling
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Skills of Managers
Conceptual Skill (Cognitive)
• Analytical Thinking
• Critical Thinking
• Creative Thinking
Human Skill (Inspirational)
• Interpersonal Skills
Technical Skill (Professional)
• Functional Competency
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Conceptual- Top ManagementUnderstand organization’s business modelGrasp opportunitiesRecognize issues arisingAbsorb useful informationSolve issuesUnderstand technology
Skills of Managers: Conceptual Skill
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Human-Tactical ManagementCommunicating and presentation (top and front-
line)Listening and askingInterpersonal skills (diversity awareness and
acceptance; networking with intra, inter, and extra, organizational environment)
Skills of Managers: Human Skill
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Business EnvironmentsIntra-
organizational environment
(stakeholders)Administration
Finance
Human Resource
Marketing
Logistic
Specific Professional Services
Research and Development
Etc.
Internal environment
Customers
Suppliers
Competitors (Direct & Indirect)
Shareholders
Financial Institutions
External environment (PESTEEL)
Political
Economical
Social
Technical
Educational
Ecological
Legal
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Technical- Operational ManagementContribution to mission professionallyPriority settingMultitaskingProject ManagementTime ManagementSetting and maintaining performance standardsReview and improve (monitor and control)Negotiation
Skills of Managers: Technical Skill
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A deliberate arrangement of people to accomplish some specific purpose.
What is organization?
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Shared specific goal to achieve (Vision)Means to reach the ends are stated (Mission)People make sure the goal is achieved (Actions)People are structured or loosely structured
(Organized)Challenged by changes
Characteristics of Organization
Air-BaganVision
To become one of the best airlines in Asia with Myanmar Identity.
MissionTo contribute towards development of Tourism and Air Transport Industry in Myanmar, offering high quality Customer Service on every flight we operate, as well as produce a fair return on investments.
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Industry (Manufacturing/Production, Service, Trading)
Type (Profit or Not-for-profit; Governmental or Non-Governmental; Private or Public)
Size (Small, Medium, Large)Level (Top to Bottom)Area (Finance, Human Resource, Administration,
Marketing, Research and Development)Changes ( Intra-nal, Internal, external business
environment)
Importance of Management: Universality of Management
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Traditional Organization New Organization
•Stable•Inflexible•Job-Focused•Permanent Jobs•Rule-Oriented•Work day has boundaries•Hierarchical relationships•Work in office during specific hours
•Dynamic•Flexible•Skills-focused•Temporary jobs•Customer-oriented•Workday has no boundaries•Lateral/networked relationships•Work anywhere, anytime
Changing Nature of Organizations
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ForcesIncreased threats to securityIncreased emphasis on ethicsIncreased competitivenessEnvironmental changes
Changing Nature of Management
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Stephen P. Robbins & Mary Coulter, Essentials of Management, Pearson International Edition
http://www.airbagan.com/cokemnc.blogspot.com
References and Bibliography
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Any Questions??
END OF LECTURE