ch01p org management
TRANSCRIPT
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1st meetingDeveloping Managerial
Competencies
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Managers have to cope with diverse and
far-reaching challenges FOR EXAMPLE
1. Strive to remain competitive in a dynamic
and far reaching world
2. To keep pace with ever-advancingtechnology
3. To find ways to incorporate the Internetand e-business into their strategies andbusiness model
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Chapter 1: PowerPoint 1.2
Introductory Concepts: What Are
Managerial Competencies?
Competency a combination of knowledge,
skills, behaviors, and attitudes that contribute topersonal effectiveness
Managerial Competencies sets of knowledge,
skill, behaviors, and attitudes that a person
needs to be effective in a wide range of positions
and various types of organizations
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Chapter 1: PowerPoint 1.4 (Adaptedfrom Figure 1.1)
TeamworkCompetency
Communication
CompetencyPlanning and
Administration
Competency
Multicultural
Competency Self-Management
Competency
StrategicAction
Competency
Managerial
Effectiveness
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??????
to what extent we believe competencies are
something we are "born with or can be
learned."
So what !!!!!!!!!....... everyone can develop
these competencies if we are motivated,
although some competencies may "come
easier" to certain individuals than to others.Do we agree?
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Chapter 1: PowerPoint 1.5
What Is An Organization?
A formal and coordinated group of people who
function to achieve particular goals
These goals cannot be achieved by individuals
acting alone
An organization has a structure.
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Chapter 1: PowerPoint 1.6
What Is A Manager?
A person who plans, organizes, leads and
controls the allocation of human, material,
financial, and information resources in
pursuit of the organizations goals
What sets managers apart from individual
employees?
Managers are evaluated on how well the
people they direct do their jobs
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Chapter 1: PowerPoint 1.7
Making decisions to guide the organization
through planning, organizing, leading, and
controlling
Getting tasks done through people
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The attainment oforganizational goals in aneffective and efficientmanner through Fourfunctions:
planning,organizing,
leading, and
controlling organizational resources.
Managers use a multitude of skills to performfunctions
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They get things done through their
organization.
They create the systems, conditions and
environment that enable organizations to
survive and thrive beyond the tenure of any
specific supervisor or manager.
How to relate the above issues with
competency stated earlier
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?????????
Do you have a positive or negative
view of management. How this viewinfluences their behavior in
organizations.
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Chapter 1: PowerPoint 1.10 (Adaptedfrom Figure 1.2)
Functions and Levels of Management:
What Are the Basic Managerial Functions?
LeadingPlanning
Organizing
Controlling
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Planning
Leading
Resources
Controlling Organizing
Performance
Human
Financial
Raw Materials
Technological
Information
Attain goals
Products
Services
Efficiency
Effectiveness
Use influence to
motivate employees
Select goals and
ways to attainthem
Assign responsibility
for task
accomplishment
Monitor activities
and make
corrections
Exhibit 1.1
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Chapter 1: PowerPoint 1.11
What Are the Basic Managerial
Functions?: Planning
Determining organizational goals and
means to reach them
Managers plan for three reasons
1. Establish an overall direction for the
organizations future
2. Identify and commit resources to achieving
goals
3. Decide which tasks must be done to reach
those goals
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Chapter 1: PowerPoint 1.12
What Are the Basic Managerial
Functions?
Snapshot
The success youve enjoyed over time leads you
into a rut. Its time to challenge managers to
think out of the box. Strategic planning is one
way to get managers to think out of the box.
Kenneth Chenault, CEO, American Express
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Chapter 1: PowerPoint 1.13
What Are the Basic Managerial
Functions?: Organizing
Process of deciding where decisions will be made, who
will perform what jobs and tasks, and who will report
to whom in the company
Includes creating departments and job descriptions
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Chapter 1: PowerPoint 1.14
What Are the Basic Managerial
Functions?: Leading
Getting others to perform the necessary tasks bymotivating them to achieve the organizations
goals
Crucial element in all functions
Discussed in depth in ChapterDynamics of
Leadership or your specific course
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Chapter 1: PowerPoint 1.15
What Are the Basic Managerial
Functions?: Controlling
Process by which a person, group, or
organization consciously monitors
performance and takes corrective
action
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???????????????
how much time you think managers spend on
each function;
which functions you think are the most
difficult to perform;
which functions you would find most and least
rewarding to perform.
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Managerial Levels in the Organizational Hierarchy
Managerial Levels in the Organizational Hierarchy
Exhibit 1.3
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Chapter 1: PowerPoint 1.17
What are the Basic Levels of
Management?: First-line Managers
Directly responsible for production of goods or services
Employees who report to first-line managers do the
organizations work
Spend little time with top managers in large organizations
Technical expertise is important
Rely on planning and administration, self-management,
teamwork, and communication competencies to get work
done
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Chapter 1: PowerPoint 1.18
What Are the Basic Levels of
Management?: Middle Managers
Responsible for setting objectives that are consistent with
top managements goals and translating them into specific
goals and plans for first-line managers to implement Responsible for coordinating activities of first-line
managers
Establish target dates for products/services to be delivered
Need to coordinate with others for resources Ability to develop others is important
Rely on communication, teamwork, and planning and
administration competencies to achieve goals
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Chapter 1: PowerPoint 1.19
What Are the Basic Levels of
Management?: Top Managers
Responsible for providing the overall direction of an
organization
Develop goals and strategies for entire organization
Spend most of their time planning and leading
Communicate with key stakeholdersstockholders,
unions, governmental agencies, etc., companypolicies
Use of multicultural and strategic action
competencies to lead firm is crucial
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???????????????
what percentage of time first-line, middle, and
top managers spend on each of the basic
managerial functions.
which competencies are most important for
managers at each level.
which activities are likely to be most stressful
for each level of management.
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Chapter 1: PowerPoint 1.20
Six Core Managerial Competencies:
What It Takes to Be a Great Manager
Communication Competency
Planning and Administration Competency
Teamwork Competency
Strategic Action Competency
Multicultural Competency
Self-Management Competency
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Chapter 1: PowerPoint 1.21
Communication Competency
Ability to effectively transfer and exchange informationthat leads to understanding between yourself and others
Informal Communication
Used to build social networks and good
interpersonal relations
Formal Communication
Used to announce major events/decisions/
activities and keep individuals up to date Negotiation
Used to settle disputes, obtain resources,
and exercise influence
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????????????????
How extensive training programs can influence
communication within your company?
think of examples of good and poor communication
competencies you have witnessed.
what factors must be overcome to develop strong
communication competencies.
which component of the competency is most difficult for you
to develop and why.
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Chapter 1: PowerPoint 1.22
Deciding what tasks need to be done,
determining how they can be done,
allocating resources to enable them to be done, and then
monitoring progress to ensure that they are done
Involve: Information gathering, analysis, and problem solving from
employees and customers
Planning and organizing projects with agreed
upon completion dates Time management
Budgeting and financial management
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??????????
to think of examples of good and poor
planning and administration competencies
you have witnessed.
what factors must be overcome to develop
strong planning & administration
competencies.
which component of the competency is most
difficult for them to develop and why.
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Chapter 1: PowerPoint 1.23
Accomplishing tasks through: small groups of
people who are collectively responsible and
whose job requires coordination
Acieving by: Designing teams properly involves having
people participate in setting goals
Creating a supportive team environment getspeople committed to the teams goals
Managing team dynamics involves settling
conflicts, sharing team success, and assign tasks
that use team members strengths
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????????????
to think of examples of good and poor
teamwork competencies you have witnessed.
what factors must be overcome to develop
strong teamwork competencies.
which component of the competency is most
difficult for them to develop and why.
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Chapter 1: PowerPoint 1.24
Strategic Action Competency
Understanding the overall mission and values of
the organization and ensuring that employees
actions match with them
Understanding how departments or divisions of
the organization are interrelated
Taking key strategic actions to position the firm
for success, especially in relation to concern ofstakeholders
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?????????
to think of examples of good and poor
strategic action competencies you have
witnessed.
what factors must be overcome to develop
strong strategic action competencies.
which component of the competency is most
difficult for them to develop and why.
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E. Multicultural Competency
1. understanding, appreciating and
responding to diverse political, cultural, and
economic issues across and within nations.
2. includes
cultural knowledge and understanding
cultural openness and sensitivity
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Chapter 1: PowerPoint 1.26
Understanding, appreciating and responding to
diverse political, cultural, and economic issues
across and within nations
Cultural knowledge and understanding of theevents in at least a few other cultures
Cultural openness and sensitivity to how others
think, act, and feel
Respectful of social etiquette variations
Accepting of language differences
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???????????????
to think of examples of good and poor
multicultural competencies you have
witnessed.
what factors must be overcome to develop a
strong multicultural competency.
which component of the competency is most
difficult for you and why?
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Chapter 1: PowerPoint 1.27
Self-Management Competency
Developing yourself and taking responsibility at
work and beyond
Involve:
Integrity and ethical conduct
Personal drive and resilience
Balancing work and life issues
Self-awareness and personal development
activities
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Chapter 1: PowerPoint 1.28
Snapshot
My strengths and weaknesses havent
changed a lot in ?? years. The importantthing is to recognize the things you dont do
well and build a team that reflects what you
know the company needs.
Anne Mulcahy, CEO, Xerox
Self-Management Competency
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????????????
to think of examples of good and poor self-
management competencies you have
witnessed.
what factors must be overcome to develop
strong self-management competencies.
which component of the competency is most
difficult for you and why.
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RESEARCH FINDING
Recruiters rated the business schools and their M.B.A. studentson 21 attributes. Here are the percentages of recruiters whosaid the attribute is "very important" to them.
Communication & interpersonal skills 89.0%
Ability to work well within a team 86.9
Personal ethics & integrity 86.2
Problem-solving skills 84.3
Work ethic 82.9
Fit with corporate culture 74.5
Leadership potential 72.5 Strategic thinking 67.1
WHAT DO YOU THINK???????
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Mistakes Managers Make
Adapted from Exhibit 1.5McCall & Lombardo, What Makes a Top Executive? Psychology Today, Feb 1983
1. Insensitive to others
2. Cold, aloof, arrogant
3. Betrayal of trust
4. Overly ambitious
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically9. Unable to adapt to boss with different style
10. Overdependent on advocate or mentor
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THANK YOU