MANAGEMENT AND
MANAGER
TOPIC 1
Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
CONTENTS
1.1 . The management process today
1.1.1. What is management?1.1.2. Efficiency and Effectiveness1.1.3. Why study management?
1.1.4. Essential Managerial Tasks:
1.1.5. Levels and Skills of Managers:
1.1.6. Recent Changes in Management Practices
1.1.7. Challenges for Management ina Global Environment
APPENDIX CHAPTER 1: HISTORY OF MANAGEMENT THOUGHT
1.2. Managers1.2.1. Enduring
Characteristics: Personality Traits
1.2.2. Values, Attitudes, and Moods and Emotions
1.2.3. Organizational Culture
Learning Objective
●What management is●Four essential managerial tasks ●How managers' ability affects organizational performance.●Task and responsibilities of three levels of management●Three kinds of managerial skill●Some major changes in management practices today●History of management thought
Learning Objective
●The various personality traits●How values, attitudes, mood and emotions impact on managerial action.●How organizational culture influence organization.
MANAGEMENT PROCESS
TODAY
Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
Some Basic Definitions
● Management is the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently
● An Organization is a collection of people who work together and coordinate their actions to achieve a wide variety of goals
● Managers are the people responsible for supervising the use of an organization’s resources to meet its goals● Resources include people, skills, know-how,
machinery, raw materials, computers and IT, and financial capital.
1-*
Achieving High Performance
● Organizational Performance ● A measure of how efficiently and effectively
managers use organizational resources to satisfy customers and achieve goals
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●Efficiency ●A measure of how
well or productively resources are used to achieve a goal
●Effectiveness●A measure of the
appropriateness of the goals an organization is pursuing and the degree to which they are achieved.
Efficiency, Effectiveness, andPerformance in an Organization
1-*Figure 1.1
Why study management?
● The more effective and efficient use an organization can make of resources, the greater the relative well-being of people
● Almost all of us encounter managers because most people have jobs and bosses
● Understanding management is one important path toward obtaining a satisfying career
1-*
Four Tasks of Management
1-*Figure 1.2
Planning
●Planning ●Process of identifying and selecting appropriate goals and courses of action
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Organizing
● Organizing ● structuring working relationships so
organizational members interact and cooperate to achieve organizational goals.
1-*
Leading
● Leading ● Articulating a clear vision and energizing and
enabling organizational members so they understand the part they play in attaining organizational goals
1-*
Controlling
● Controlling ● Evaluating how well an organization is
achieving its goals and taking action to maintain or improve performance
● The outcome of the control process is the ability
to measure performance accurately and regulate efficiency and effectiveness
1-*
Levels of Managers
1-*Figure 1.3
Relative Amount of Time That Managers Spend on the Four Managerial Tasks
1-*Figure 1.4
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 specific knowledge and techniques required to
perform an organizational role.
1-*
Types and Levels of Managers
1-*Figure 1.5
Recent Changes in Management Practices
● Restructuring ● downsizing an organization by eliminating the jobs of
large numbers of top, middle, or first-line managers and non-managerial employees
● Outsourcing ● contracting with another company, usually in a low
cost country abroad, to perform an activity the company previously performed itself
● Increases efficiency because it lowers operating costs,
freeing up money and resources that can be used in more effective ways
1-*
Empowerment and Self-Managed Teams
●Empowerment ●Expansion of employees’ knowledge, tasks, and decision-making responsibilities
●Self-managed team ● a group of employees with the responsibility for self-supervising and self-monitoring
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Challenges for Management ina Global Environment
●Rise of Global Organizations●Building a Competitive Advantage●Maintaining Ethical and Socially Responsible Standards
●Managing a Diverse Workforce●Utilizing IT and E-Commerce●Practicing Global Crisis Management
1-*
QUIZ
The measure of how well (or how productively) an organization uses its resources to achieve a goal is known as:
a.Effectivenessb.Appropriatenessc.Efficiencyd.Timelinesse.Appraisal
QUIZ
A manager who chooses the wrong goals for the organization and makes poor use of the organization's resources in pursuing these goals is said to have
a.low effectiveness/low efficiency b.low effectiveness/medium efficiencyc.medium effectiveness/low efficiencyd.high effectiveness/high efficiencye.medium effectiveness/medium efficiency
Values, Attitudes, Emotions,
and Culture:The
Manager as a Person
Personality Traits
● Personality Traits ● Enduring tendencies to feel, think, and act in certain ways that
can be used to describe the personality of every individual● Managers’ personalities influence their behavior
and approach to managing people and resources
● No single trait is right or wrong for being an effective manager
● Effectiveness is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working
2-*
Big Five Personality Traits
Figure 2.1
2-*
Big Five Personality Traits
● Extraversion ● tendency to experience positive emotions and
moods and feel good about oneself and the rest of the world
● Managers high in extraversion tend to be sociable, affectionate, outgoing and friendly
● Managers low in extraversion tend to be less inclined toward social interaction and have a less positive outlook
2-*
Big Five Personality Traits
●Negative affectivity ●tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others
2-*
Big Five Personality Traits
● Agreeableness ● tendency to get along well with others
● Managers high in agreeableness are likable, affectionate and care about others
● Managers with low agreeableness may be distrustful, unsympathetic, uncooperative and antagonistic
2-*
Big Five Personality Traits
● Conscientiousness ● tendency to be careful, scrupulous, and persevering● Managers high in this trait are organized and self-
disciplined● Managers low in this trait lack direction and self-
discipline● Openness to Experience
● tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks
2-*
Other Personality Traits – Locus of Control
● Internal locus of control● Tendency to locate responsibility for one’s fate
within oneself● Own actions and behaviors are major and
decisive determinants of job outcomes● External locus of control
● Tendency to locate responsibility for one’s own fate in outside forces and to believe that one’s own behavior has little impact on outcomes
2-*
Other Personality Traits
● Self-Esteem - The degree to which people feel good about themselves and their capabilities
● Need for Achievement - The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence
● Need for Affiliation - The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along
● Need for Power - The extent to which an individual desires to control or influence others
2-*
Values, Attitudes, andMoods and Emotions
● Values● Describe what managers try to achieve through
work and how they think they should behave● Attitudes
● Capture managers’ thoughts and feelings about their specific jobs and organizations.
● Moods and Emotions● Encompass how managers actually feel when
they are managing
2-*
Figure 2.4
Terminal and Instrumental
Values
2-*
Attitudes
● Attitudes● A collection of feelings and beliefs.
● Job Satisfaction● A collection of feelings and beliefs that
managers have about their current jobs.● Managers high on job satisfaction like their jobs,
feel that they are being fairly treated, and believe that their jobs have many desirable features
2-*
Attitudes
● Organizational Citizenship Behaviors● Behaviors that are not required of
organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and gaining a competitive advantage
● Organizational Commitment● The collection of feelings and beliefs that
managers have about their organization as a whole
2-*
Moods, Emotions andEmotional Intelligence
●Mood●A feeling or state of mind
●Emotion●Intense, relatively short-lived feelings
●Emotional Intelligence●The ability to understand and manage one’s own moods and emotions and the moods and emotions of other people
●Helps managers carry out their interpersonal roles of figurehead, leader, and liaison
2-*
Organizational Culture
● Organizational Culture ● Shared set of beliefs, expectations, values,
norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals
2-*
Role of Values and Norms
● Terminal values ● signify what an organization and its
employees are trying to accomplish● Instrumental values
● guide the ways in which the organization and its members achieve organizational goals
● Managers determine and shape organizational culture through the kinds of values and norms they promote in an organization
2-*
Factors that Maintain and TransmitOrganizational Culture
Figure 2.9 2-*
Role of Values and Norms
● Organizational socialization ● process by which newcomer’s learn an
organization’s values and norms and acquire the work behaviors necessary to perform jobs effectively
● Ceremonies and Rites ● Formal events that recognize incidents of
importance to the organization as a whole and to specific employees
2-*
Ceremonies and Rites
● Rites of passage ● determine how individuals enter, advance within, or
leave the organization● Rites of integration
● build and reinforce common bonds among organizational members
● Rites of enhancement ● let organizations publicly recognize and reward
employees’ contributions and thus strengthen their commitment to organizational values
2-*
Stories and Language
● Communicate organizational culture● Stories reveal behaviors that are valued by
the organization● Includes how people dress, the offices
they occupy, the cars they drive, and the degree of formality they use when they address one another
2-*
QUIZ
Managers who are low on negative affectivity may be somewhat distrustful of others, unsympathetic, uncooperative, and even at times antagonistic.
a.Trueb.False
QUIZ
The tendency of a manager to get along well with other workers is known as
a.positive affectivityb.agreeablenessc.conscientiousnessd.extraversione.internal locus of control
KEY TERM●ORGANIZATION Tổ chức●MANAGEMENT Quản trị●ORGANIZATIONAL PERFORMANCE Thành tích của tổ chức●EFFICIENCY Hiệu suất●EFFECTIVENESS Hiệu quả●PLANNING Hoạch định●LEADING Lãnh đạo●CONTROLLING Kiểm soát●STRATEGY Chiến lược
●ORGANIC STRUCTURE Cấu trúc cơ hữu●DEPARTMENT Bộ phận●FIRST-LINE MANAGER Quản lý cấp cơ sở●MIDDLE MANAGER Quản lý cấp trung gian●TOP MANAGER Quản lý cấp cao●TOP-MANAGEMENT TEAM Nhóm quản lý cấp cao●CONCEPTUAL SKILL Kỹ năng tư duy
KEY TERM●HUMAN SKILL Kỹ năng nhân sự●TECHINICAL SKILL Kỹ năng kĩ thuật●CORE COMPETENCY Năng lực cốt lõi●RESTRUCTURING Tái cấu trúc●OUTSOURCING Gia công●EMPOWERMENT Trao quyền●SELF-MANAGED TEAM Nhóm tự quản
●GLOBAL ORGANIZATION Tổ chức toàn cầu●COMPETITIVE ADVANTAGE Lợi thế cạnh tranh●INNOVATION Cải tiến/ Đổi mới●TURNAROUND MANAGEMENT Quản lý chuyển đổi●PERSONALITY TRAITS Đặc điểm tính cách●INSTRUMENTAL VALUE Giá trị phương tiện
KEY TERM●INTERNAL LOCUS OF CONTROL Tầm kiểm soát bên trong●EXTERNAL LOCUS OF CONTROL Tầm kiểm soát bên ngoài●SELF-ESTEEM Tự trọng●NEED FOR ACHIEVEMENT Nhu cầu thành đạt●EXTRAVERSION Sự hướng ngoại●NEGATIVE AFFECTIVITY Cảm xúc tiêu cực
●CONSCIENTIOUSNESS Sự tận tâm, chu toàn●OPENESS TO EXPERIENCE Sẵn sàng trải nghiệm●AGREEABLENESS Sự dễ chịu, hoà đồng●NEED FOR AFFILIATION Nhu cầu liên minh●NEED FOR POWER Nhu cầu quyền lực●TERMINAL VALUE Giá trị sau cùng●NORM Chuẩn mực
KEY TERM●VALUE SYSTEM Hệ thống giá trị●ATTITUDE Thái độ●JOB SATISFACTION Sự thỏa mãn trong công việc●ORGANIZATIONAL CITIZENSHIP BEHAVIORS (OBCs) Hành vi công dân của tổ chức●ATTRACTION SELECTION ATTRITION Mô hình cá nhân ảnh hưởng đến văn hóa công ty
●ORGANIZATIONAL COMMITMENT Cam kết với tổ chức●MOOD Tâm trạng●EMOTIONS Tình cảm●EMOTION INTELLIGENCE Sự nhạy cảm●ORGANIZATIONAL CULTURE Văn hóa công ty●ORGANIZATIONAL SOCIALIZATION Quá trình hòa nhập với tổ chức