Student Version

What Is Management?

Engaging in a set of activities

Using organization resources

Achieving organizational goals

Management Is…

© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

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2

5

Basic Responsibility of Management

Efficiently

Effectively

Managing Organizations

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3

6

Kinds of Managers by Level

Middle Managers

First-Line Managers

Top Managers

Kinds of Managers by Organization Level

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4

Kinds of Managers by Area

Human Resources Managers

Administrative Managers

Specialist Managers

Kinds of Managers by Area

Marketing Managers

Financial Managers

Operations Managers

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The Management Process

Planning

Organizing

Leading

Controlling

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9

What Skills Do Managers Need?

Interpersonal

Fundamental Management Skills

Technical

Conceptual

Communication

Time Management

Decision Making

Diagnostic

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Management: Science or Art?

The Science of Management

The Art of Management

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18

The Importance of Theory and History

Management Theory

Management History

Understanding Management

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The Historical Context of Management

3000

B.C.

2500

B.C.

A

Sumerians

F

Chinese

B

Egyptians

C

Babylonians

D

Greeks

G

Venetians

E

Romans

2000

B.C.

1500

B.C.

1000

B.C.

500

B.C.

A.D.

1500

A.D.

500

A.D.

1000

A

Used written rules and regulations for governance

B

Used management practices to construct pyramids

C

Used extensive set of laws and policies for governance

D

Used different governing systems for cities and state

E

Used organized structure for communication and control

F

Used extensive organization structure for government

agencies and the arts

G

Used organization design and planning concepts to

control the seas

© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

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Classical Management Perspective

Scientific Management

Administrative Management

Classical Management Perspective

Fredrick Taylor

Frank and Lillian Gilbreth

Henri Fayol

Lyndall Urwick

Max Weber

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5

Behavioral Management Perspective

Hugo Munsterberg

Mary Parker Follett

Behavioral Management Perspective

© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

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Lights, Roll Camera, Manage !!!

Interpersonal Roles

Informational Roles

Key Managerial Roles

Decisional Roles

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Key Managerial Roles (Munsterberg)

Key Management Roles

Interpersonal Roles

Decisional Roles

Informational Roles

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance handler

Negotiator

© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

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Supervisor

Individual Needs and Motives

Social Context

Individual Responses

Task

Human Relations View of Management

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Behavioral Management Theorists

McGregor’s Theory X and Theory Y

Maslow’s Hierarchy of Needs

Behavioral Management Contributors

© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

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23

Quantitative Management Perspective

Operations Management

Management Science

Quantitative Management Fields

© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

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31

The Systems Perspective

Open Systems

Closed Systems

Subsystems

Organizational Systems Concepts

© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

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37

The Contingency Perspective

Universal Perspectives

Contingency Perspective

Management of Organizations

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The Contingency Perspective Process

Problem or Situation

Solution or Action B

Solution or Action A

Solution or Action C

Important Contingencies

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