Kĩ năng lãnh đạo Fundamentals of management

What Titles Do Managers Have  Middle managers: Individuals at levels of managements between the first-line manager and top management..  Top Managers: Individuals who are responsible f

Fundamentals Of

Management

Chapter 1

Who are Managers and Where

Do They Work

?

 Managers work in organizations Therefore, before we identify who managers are and

what they do, we must clarify what we mean

by the term organization

 An organization is systematic arrangement of people brought together to accomplish some specific purpose Your college or university is

an organization and the LG corporations

What Three Common

Characteristics Do All

Organizations Have Share?

 First: Every organization has a purpose and

is made up of people who are grouped in

some fashion

 Second: no purpose or goal can be achieved

without a decisions maker.

 Third: all organizations develop a systematic

structure that defines and limits the behavior

of its members

How Are Managers Different

From Operative Employees

?

 Managers works in an organizations, but not every one who works in an organization is a manager

 Organizational members can be divided into two categories: operatives and managers

 Operatives: are people who work directly on a job

or task and have no responsibility for overseeing the work of others

 Managers: individuals in an organization who

direct the activities of others

What Titles Do Managers Have

 Middle managers: Individuals at levels of

managements between the first-line manager and top management.( project leader, unit

chief)

 Top Managers: Individuals who are

responsible for making decision about the

direction of the organization and establishing policies that affect all organizational members Top managers typically have titles such as

vice president ,president or chairperson of

the board (exhibit 1-2)

Managers

Middle managers

First-line managers

Operatives

 Efficiency : Means doing the task correctly and refers to the relationship between inputs and outputs and seeks to minimize resource costs.

 Effectiveness: Means doing the right tasks which in an organization translates in to goal attainment (exhibit 1-3)

What are the management

process?

 Management process : is planning , organizing,

leading and controlling.

 Planning: Includes defining goals , establishing

strategy, and developing plans to coordinate

activities.

 Organizing: Includes determining what tasks are to

be done , who is to do them , how the tasks are to

be grouped , who report to whom and where

decisions are to be made

 Leading : Includes motivating employees , directing the activities of others , selecting the most effective communication channel, and resolving conflict

What are the management

process

?

 Controlling: The process of monitoring

performance, comparing with goals and

correcting any significant deviation.( exhibit 4)

1- Managers must be able to perform all four

activities simultaneously and realize that

each has an effect on the others; that is these processes are interrelated and

interdependent

What Skills and Competencies

 General Skills : There seems to be overall

agreement that effective managers must be

proficient in four general skill areas : conceptual,

interpersonal, technical, and political skills

What Skills and Competencies

Do Successful Managers

Possess

?

1 Conceptual skills: A manager's mental ability to

coordinate all of the organization’s interests and activities

2 Interpersonal skills: A manager's ability to work with

understand , mentor, and motivate others , both individually and in group.

3 Technical skills : A manager's ability to use the tools,

procedures, and techniques of specialized field

4 Political skills: A manager's ability to build a power base

and establish the right connections

What Skills and Competencies

Do Successful Managers

Possess

?

 Specific Skills : Research has also identify six sets

of behaviors that explain a little bit more than 50 percent of a manager's effectiveness;

1 Controlling the organization's environment and its

resources.

2 organizing and coordinating

3 Handling information

4 Providing for growth and development

5 Motivating employees and handling conflicts.

6 Strategic problem solving.

The Management

Environment



Chapter 2

 Generation ago successful managers valued stability, predictability, and efficiency

achieved through economies of large size Strong companies to day succeed because they are lean, fast, and flexible They are

dedicated to quality , they organize work

around teams ,create ethical work

environments, minimize hierarchical over

head ,and exhibit entrepreneurial skills when faced with change

The Changing Economy

 Alvin Toffler wrote extensively about social

change classifying each period of social

history Toffler argues that modern civilization has evolved over three waves with each

wave came anew way of doing things Some groups of people gained from the new

way ;others lost

 The first wave was agriculture (up to the

1890s) During the agricultural wave

individuals were their own bosses and were responsible for performing a variety of tasks

 The second was industrialization (about 1900

to the 1960s).Work left the fields and moved

in to formal organization with workers hired in

to tightly structured and formal work-places dominated by mass production, specialized jobs, and authority relationships

 The third wave is information technology

(beginning in the 1970s) The information

age has significantly reduced low-skilled,

blue-collar jobs in manufacturing ,but it has created abundant opportunities for educated and skilled technical specialists,

professionals, and other knowledge workers

A Global Marketplace

 Part of the rabidly changing environment that managers face is the globalization of

business Management is no longer

constrained by national borders American

companies receives more than three-fourths

of its revenues from sales out side the United States McDonald's sells hamburgers in china , General Motors makes cars in Brazil)

 These examples illustrate that the world has become a global village To be effective in this boundary less world, managers need to adapt to culture, systems, and techniques

that are different from their own

 Global village:

Refers to the concept of a boundary less

world; the production and marketing of goods and services worldwide

 In 1920s some companies had gone

multinational (fiat, ford) But it was not until

the mid – 1960s that multinational corporation (M N Cs) became commonplace

 Multinational corporations (M N Cs):

Companies that maintain significant

operations in tow or more countries

simultaneously but are based in one home

country

 The expanding global environment has

extended the reach and goals of MNCs to

create an even more generic global

organization called the transnational

corporation (TNC) (Nestle)

 Transnational corporation (TNC) :

A company that maintains significant

operations in more than one country

simultaneously and decentralizes decision

making in each operation to the local country

 Many large well-known companies are

moving to more effectively globalize their

management structure by breaking down

internal arrangements that impose artificial

geographic barriers This type of organization

is called a borderless organization

 Borderless organization:

A management structure in which internal

arrangements that impose artificial

geographic barriers are broken down

 (IBM dropped its organizational structure based on country and reorganized in to 14 industry groups).

Foundations Of Planning



Chapter 3

Planning Defined

 As we stated in chapter 1, planning

encompasses defining the organization's

objectives or goals , establishing an over all strategy for achieving those goals , and

developing comprehensive hierarchy of plans

to integrate and coordinate activities It is

concerned , then, with ends (what is to be

done) as well as with means (how it is to be done )

Why Should Managers

Formally Plans

?

 Managers should engage in planning for at least four reasons:

 1\ Planning provides direction

 2\ reduces the impact of change

 3\ minimize waste and redundancy

 4\ sets the standards to facilitate control

Plans that specify the details of how an

organization’s overall objectives are to be achieved

Types of plans

 Specific Plans :

Plans that have clearly defined objectives

and leave no room for misinterpretation

 Directional Plans :

Flexible plans that set out general guidelines

Management By Objectives

(MBO)

 A system in which specific performance

objectives are jointly determined by

subordinates and their supervisors, progress toward objectives is periodically reviewed,

and rewards are allocated on the basis of that progress

What Are The Common

Elements in an MBO Program

?

 Four ingredients are common to MBO

programs:

1 goal specificity

2 participative decision making

3 an explicit time period

4 performance feedback

The Importance of Organizational strategy

 In the past, long-range plans managers assumes ”Better times lay ahead”

 The approach of long-range planning changed due to:

energy crisis, deregulation, technological change,

increasing global competitions and environmental shocks.

 The new approach:

 Develop a systematic means of analyzing the

environment.

 Assessing the organizations` strength and weakness.

 Identifying opportunities where the organization could have a competitive advantage.

The Importance of Organizational strategy

 The value of strategic planning is evident i.e.Those companies that plan strategically

appear to have better financial

measurements than those organizations that don`t

How Do You Formulate

strategies

?

 Strategies need to be set for all levels in the organization Management needs to develop and evaluate alternative strategies and then select a set that is compatible at each level and will allow the organization to best

capitalize on its resources and the

opportunities available in the environment

 For most organizations, four primary

strategies are available Frequently called the

grand strategies they are growth , stability,

retrenchment ,and combination strategies

 Growth strategy:

 A strategy in which an organization attempts

to increase the level of its operations; can

take the form of increasing sales revenue,

number of employees, or market share

 Stability Strategy:

A strategy that is characterized by an

absence of significant change

Retrenchment Strategy:

A strategy characteristic of a company that is reducing its size , usually in an environment

of decline

 Combination Strategy:

 The simultaneous pursuit by an organization

of two or more of growth,stability,and

retrenchment strategies

Foundations Of

Decision Making

Chapter 4

The Decision Making Process

 Decision making is an eight-step process :

 Identify a problem

 Identify decision criteria

 Allocate weights to criteria

 Develop alternatives

 Analyze alternatives

 Select an alternatives

 Implement the alternative

 Evaluate decision effectiveness (exhibit4-2)

Identify the assumptions of

the rational decision making model

:

 The rational decision model assumes that the decision maker can identify a clear problem, has no goal conflict , knows all options ,has a clear preference ordering , keeps all

preferences constant, has no time or cost

constraints, and selects a final choice that

maximizes his or her economics payoff

Explain the limits of

rationality

:

 Rationality assumptions do not apply in many situations because problems are not simple , goals are not clear , alternatives are many ,

and time and cost constraints must be

considered In addition , decision makers some times increase commitment to a previous

choice to confirm its original correctness; prior decision precedents constrain current choices, and most organizational cultures discourage

taking risks and searching for innovative

alternatives.

Define certainty, risk, and

uncertainty as they relate to decision making

:

 Certainty implies that a manager can make an accurate decision because the out come of

every alternative is known Because this is

often not the case , risk involves assigning

probabilities to out-comes that may result

When decision makers have neither full

knowledge of the problem nor a reasonable

probability of what may happen, they must

make their decisions under a condition of

uncertainty

 In the bounded-rational decision-making

process, decision makers construct simplified models that extract essential features from

the problems they face without capturing all their complexity They then attempt to act

rationally within this simplified model

Identify the two types of decision

problems and the tow types of

decision that are used to solve them

:

 Managers face well-structured and

ill-structured problems Well-ill-structured

problems are straight-forward, familiar, easily defined and solved using programmed

decision such as procedures , rules and

policies ILL-structured problems, on the

other hand , are new or unusual, involve

ambiguous or incomplete information, and

are solved using nonprogrammed decisions

Define heuristics and explain how they affect the decision making

process

:

 Heuristics are shortcuts decision makers can take to speed up the decision-making

process Heuristics commonly exist in two

forms-availability and representative Both

types create biases in decision maker’s

judgment

Identify four decision-making styles

:

 The four decision-making styles are:

 the directive style (characterized by low tolerance for ambiguity and a rational way of thinking)

 The analytic style (characterized by high tolerance for ambiguity combined with a rational way of

thinking)

 The conceptual style (characterized by a board

outlook and a tendency to look at many

alternatives.

 The behavioral style (characterized by intuitive

thinking and a low tolerance for uncertainly)

Describe the advantages and disadvantages of group

decision

:  Groups offer certain advantages-more

complete information, more alternatives, increased acceptance of a solution, and greater legitimacy On the other hand ,groups are time-consuming can be dominated by a minority, create pressures to conform, and

cloud responsibility

Explain three techniques for

improving group decision

decision-making process), and electronic

meetings (the most recent approach to group

decision making , which blends the nominal group technique with sophisticated computer

technology)

Basic Organization

Design

Chapter 5

Organization Design

 A process in which managers develop or

change their organization’s structure

The basic concepts of organization design were formulated in the early 1900s by

management writers who offered a set of principles for managers to follow.

The Elements of Structure

 There are six basic elements of structure:

1. Work specialization

2. Unity of command

3. Span of control

4. Authority and responsibility

5. Centralization versus decentralization

6. departmentalization