O&m

Front 1

Chapter 1

Back 1

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Front 2

Management in a Diverse Workplace

Back 2

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Front 3

Define the management ?

Back 3

The process of deciding the best way to use an organization's resources to produce goods or provide services.

Front 4

What the resources of any organization ?

Back 4

1. Employees

2. Equipment.

3. Money.

Front 5

Umbrella of Management Encompasses

Back 5

1. Sound decisions

2. Good Communication Skills

3. Delegation of plans

4. Training and motivationg people

5. Apprasial of employees' job performance

Front 6

What are the levels of business management ?

Back 6

1. Senior management

2. Middle managment

3. Supervisory management

Front 7

Senior Managment

Back 7

Responsible for setting goals for business, deciding what actions are necessary to meet them and determining how best to use resources.

Front 8

Middle Management

Back 8

Responsible fot achieving the goals set by senior managment.

Front 9

Supervisory Management

Back 9

Responsible for the people who physically produce the company's products or provide its services.

Front 10

Management pyramid slide no.6

Back 10

Front 11

Management Tasks

Back 11

1. Planning

2. Organizing

3. Staffing

4. Leading

5. Controling

Front 12

Planing

Back 12

Deciding what objectives to pursue and what to do to achieve those objectives.

Front 13

Organizing

Back 13

Grouping activities, assigning activities, and providing the authority necessary to carry out the activities.

Front 14

Staffing

Back 14

Determing human resource needs and recruiting, selecting, training, hence and developing human resources.

Front 15

Leading

Back 15

Dircting and channeling employee human behavior toward the accomplishment of objectives.

Front 16

Controling

Back 16

Measuring performance against objectives, determining the causes of deviations, and taking corrective action where necessary.

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Back 17

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Front 18

Management Roles

Back 18

1. Interpersonal Roles

2. Information-Related Roles

3. Decision-Making Roles

Front 19

Interpersonal Roles

Back 19

1. Figuregead

2. Relationship builder

3. Leader

Front 20

Figurehead

Back 20

Manager serves as official representative of the organization or unit.

Front 21

Relationship builder

Back 21

Manager interacts with peers and with people outside the organization to gain information.

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Leader

Back 22

Manager guides and motivates staff and acts as a positive influence in the workplace.

Front 23

Information-related roles

Back 23

1. Monitor

2. Communicator

3. Spokesperson

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Monitor

Back 24

Manager receives and collects information.

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Communicator

Back 25

Manager distrbutes information within the organization.

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Spokesperson

Back 26

Manager distributes information outside the organization.

Front 27

Decision-Making Roles

Back 27

1. Enterpreneur

2. Distrbance handler

3. Resource directer

4. Negotiator

Front 28

Enterpreneur

Back 28

Manager initates change.

Front 29

Distrbance handler

Back 29

Manager decides how conflicts between subordinates should be resolved and steps in when a subordinates suddenly leaves or an important customer is lost. Q

Front 30

Resource dirctor

Back 30

Managger decides how the organization will use its resources.

Front 31

Negotiator

Back 31

Manager decides to negotiate major contracts with other organization or individuals.

Front 32

Management Skills

Back 32

1. Conceptual skills

2. Human relations skills

3. Technical skills

Front 33

Conceptual skills

Back 33

Help managers understand how different parts of an organization relates to one another and to the business as a whole.

Decision making, planning and organization require conceptual skills.

Front 34

Human relation skills

Back 34

Needed by managers to understand and work well with people.

Interviewing job applicants, forming partnerships with other organization and resoloving conflict require human relations skills.

Front 35

Technical Skills

Back 35

Specificabilities that people use to perform their jobs.

Operating a word processing program,designing a brochure and training people in using a new budgeting system require technical skills.

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Back 36

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Front 37

Principles of Management

Back 37

•Management principles are more likely to change than physical principles, hence are more effective used as guidelines to actions.

•A principle is a basic truth or law.

•Hypothesis are conducted to prove a principle.

•Deduction is the process of drawing a general conclusion from specific examples.

Front 38

Changes in Information Availability

Back 38

•Increasing sophistication of communication systems and the rapid increase in the use of computers, new data and information are being provided at an accelerating rate.

•These changes require managers to have increased technical skills.

•Higher levels of skill and training require new approaches to motivation and leadership.

Front 39

Factors that can improve quality of life

Back 39

•Safe and healthy working conditions.

•Opportunity to use and develop individual capabilities.

•Opportunity for personal and professional growth.

•Work schedules, career demands and traveltime that do not regularly take up family and leisure time.

•Right to personal privacy, free speech,equitable treatment and due process.

Front 40

Glassceiling

Back 40

A level within the management hierarchy beyond which few women and minorities advance.

Front 41

Diversity

Back 41

Diversity in the workforce means including people of different genders, races, religions,nationalities, ethnic groups and physical abilities.

Front 42

Advantages of Diversity

Back 42

1. Can improve decision making.

2. Increasing globalization.

3. Presents stimulating challenges to both employees and supervisors.

4. Createsan organization culture that is tolerant, hence leading to better business decisions.

Front 43

Entrepreneurship and Management

Back 43

•Professional managers are paid to perform functions within a company.

•Senior, middle and supervisory managers are all professional managers.

Front 44

Entrepreneurs

Back 44

Entrepreneursare people that launch and run their own businesses.

Front 45

Entrepreneurship and Management

Back 45

•Entrepreneurs may hire professional managers as their organization grows.

•Being a entrepreneur is more riskier than being a professional manager.

•Entrepreneurs are more independent and possess less formal education.

Front 46

Types of Entrepreneurial Ownership

Back 46

•Soleproprietors run the business single-handedly.

•Partnershipsare usually made when large investments over the business are made.

•One or more partners can provide money,while the other runs the business.

•Two or more partners might also run the business together.

•Incorporates involves people forming a corporation to avoid being held personally liable for financial losses.

•Franchiseescan also be owned by some entrepreneurs.

Front 47

Small Businesses

Back 47

A small business is a company that is independently owned and operated.

Front 48

Owners of small businesses often perform all management tasks.

Back 48

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Front 49

According to the Small Business administration (SBA), a company is a small business if it has less than 100 employees.

Back 49

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Front 50

Small businesses generally tend to be more innovative than larger businesses.

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Front 51

Encouraging Entrepreneurship

Back 51

•To encourage intrapreneurship (entrepreneurship within an organization), many medium-sized and large organizations must:

•Develop a system that supports and encourages people to champion their new ideas or products.
•Accept failures and learn from the mistakes made.
•Encourage managers to become innovative and take risks.