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management a competency building approach
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Copyright © 2005 by South-Western, a division of Thomson LearningAll rights reserved
1
Chapter 1
Managing in a Dynamic Environment
Copyright © 2005 by South-Western, a division of Thomson LearningAll rights reserved
2
Learning Objectives
• Define Managers And Management.
• Explain What Managers Do.
• Describe The Competencies Used In Managerial Work And Assess Your Current Competency Levels.
Copyright © 2005 by South-Western, a division of Thomson LearningAll rights reserved
3
Managers and Managing
• Competency - A combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness.
• Managerial Competencies - Sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of managerial jobs and various types of organizations.
Copyright © 2005 by South-Western, a division of Thomson LearningAll rights reserved
4
A Model of Managerial Competencies(adapted from Figure 1.1)
TeamworkCompetencyTeamwork
Competency
GlobalAwareness
Competency
GlobalAwareness
Competency
StrategicAction
Competency
StrategicAction
Competency
Planning andAdministrationCompetency
Planning andAdministrationCompetency
Self-ManagementCompetency
Self-ManagementCompetency
CommunicationCompetency
CommunicationCompetency
Copyright © 2005 by South-Western, a division of Thomson LearningAll rights reserved
5
A Model of Managerial Competencies(adapted from Figure 1.1)
TeamworkCompetencyTeamwork
Competency
GlobalAwareness
Competency
GlobalAwareness
Competency
StrategicAction
Competency
StrategicAction
Competency
Planning andAdministrationCompetency
Planning andAdministrationCompetency
Self-ManagementCompetency
Self-ManagementCompetency
CommunicationCompetency
CommunicationCompetency
ManagerialEffectivenessManagerial
Effectiveness
Copyright © 2005 by South-Western, a division of Thomson LearningAll rights reserved
6
Characteristics of an Organization
• An organization has a structure.
• An organization consists of a group of people striving to reach goals that individuals acting alone could not achieve.
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7
Managers and Management
• A manager is a person who plans, organizes, directs and controls the allocation of human, material, financial, and information resources in pursuit of the organization’s goals.
• Management refers to the tasks and activities involved in directing an organization or one of its units: planning, organizing, leading, and controlling.
Copyright © 2005 by South-Western, a division of Thomson LearningAll rights reserved
8
Basic Managerial Functions (adapted from Figure 1.2)
OrganizingOrganizing
PlanningPlanning
ControllingControlling
LeadingLeading
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9
Planning
• Planning involves defining organizational goals and ways to meet them.
• Managers plan for three reasons1) Establish an overall direction for the
organization’s future.
2) Identify and commit resources to achieving goals.
3) To decide which tasks must be performed to reach those goals.
Copyright © 2005 by South-Western, a division of Thomson LearningAll rights reserved
10
Organizing
• Organizing is the process of deciding where decisions will be made, who will perform what jobs and tasks, and who will report to whom in the company.
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11
Leading
• Leading involves getting others to perform the necessary tasks by motivating them to achieve the organization’s goals.
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12
Controlling
• Controlling is the process by which a person, group, or organization consciously monitors performance and tracks corrective action.
Copyright © 2005 by South-Western, a division of Thomson LearningAll rights reserved
13
Basic Levels of Management (adapted from Figure 1.3)
Top Managers
Middle Managers
First-Line Managers
Nonmanagers
Top Managers
Middle Managers
First-Line Managers
Nonmanagers
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14
Levels of Management
• First-line Managers: have direct responsibility for producing goods or services
• Middle Managers:– Coordinate employee activities– Determine which goods or services to provide– Decide how to market goods or services to
customers
• Top Managers: provide the overall direction of an organization
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15
What It Takes To Be A Great Manager
• Communication Competency
• Planning and Administration Competency
• Teamwork Competency
• Strategic Action Competency
• Global Awareness Competency
• Self-Management Competency
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16
Communication Competency
• Informal Communication
• Formal Communication
• Negotiation
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17
Planning and Administration Competency
• Information gathering, Analysis, and Problem Solving
• Planning and Organizing Projects
• Time Management
• Budgeting and Financial Management
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18
Teamwork Competency
• Designing Teams
• Creating Supportive Environment
• Managing Team Dynamics
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19
Strategic Action Competency
• Understanding the Industry
• Understanding the Organization
• Taking Strategic Actions
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20
Global Awareness Competency
• Cultural Knowledge and Understanding
• Cultural Openness and Sensitivity