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McGraw-Hill/Irwin
Contemporary Management, 5/e
Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
1-3
Learning Objectives
1-4
Learning Objectives
1-5
What is Management?
1-6
Question?
1-7
Managers
Managers –
– The people responsible for supervising the
use of an organization’s resources to meet
its goals
1-8
What is Management?
1-9
What is Management?
1-10
Organizational Performance
1-11
Figure 1.1
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Organizational Performance
Efficiency
– A measure of how well or how 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.
1-13
Why study management?
1-14
Why study management?
1-15
Managerial Tasks
1-16
Four Functions of Management
1-18
Steps in the Planning Process
1-19
Planning
1-20
Organizing
1-21
Organizing
1-22
Organizational Structure
1-23
Leading
1-24
Leading
1-25
Controlling
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Decisional Roles
1-27
Interpersonal Roles
1-28
Informational Roles
1-29
Levels of Management
Figure 1.3
1-30
Areas of Managers
Department
– A group of managers and employees who
work together and possess
similar skills
or use the same
knowledge, tools,
or techniques
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Levels of Management
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Levels of Management
• Top managers –
• Responsible for the performance of all departments
and have cross-departmental responsibility.
• Establish organizational goals and monitor middle
managers
• Decide how different departments should interact
• Ultimately responsible for the success or failure of
an organization
1-33
Levels of Management
1-34
Relative Amount of Time That Managers Spend on
the Four Managerial Functions
1-36
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
– Job-specific skills required to perform a particular
type of work or occupation at a high level.
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Skill Types Needed
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Restructuring
1-40
Outsourcing
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Empowerment
Involves giving
employees more
authority and
responsibility over
the way they perform
their work activities
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Self-managed teams
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Discussion Question
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Challenges for Management in
a Global Environment
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Building Competitive Advantage
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Building Blocks of Competitive Advantage
Figure 1.6
1-47
Building Competitive Advantage
• Increasing efficiency
– Reduce the quantity of resources used to
produce goods or services
• Increasing Quality
– Improve the skills and abilities of the
workforce
– Introduce total quality management
1-48
Building Competitive Advantage
1-49
Building Competitive Advantage
• Innovation
– Process of creating new or improved goods
and services that customers want
– Developing better ways to produce or
provide goods and services
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Turnaround Management
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Maintaining Ethical and Socially
Responsible Standards
1-52
Managing a Diverse Workforce
1-53
Global Crisis Management
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Movie Example: Office Space
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