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by: sherryamrohi

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1 : What is Management? The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently
2 : Managers Managers – The people responsible for supervising the use of an organization’s resources to meet its goals Resources include people, skills, knowledge, machinery, computers and IT, and financial capital
3 : Figure 1.1
4 : Organizational Performance A measure of how efficiently and effectively managers are using organizational resources to satisfy customers and achieve goals
5 : Managerial Functions Managers at all levels in all organizations perform each of the functions of planning, organizing, leading, and controlling Henri Fayol outlined the four managerial functions in his book General Industrial Management
6 : Four Functions of Management Figure 1.2
7 : Organizational Structure A formal system of task and reporting relationships that coordinates and motivates organizational members
8 : Types of Managers First line managers - Responsible for day-to-day operations. Supervise people performing activities required to make the good or service Middle managers - Supervise first-line managers. Are responsible to find the best way to use departmental resources to achieve goals
9 : Types of Managers Top managers - Responsible for the performance of all departments and have cross-departmental responsibility. Establish organizational goals and monitor middle managers
10 : Levels of Management Figure 1.3
11 : Areas of Managers Department A group of people who work together and possess similar skills or use the same knowledge, tools, or techniques
12 : Restructuring Involves the use of IT to downsize an organization by eliminating the jobs of large numbers of top, middle, or first-line managers and non-managerial employees
13 : Outsourcing Contracting with another company, usually in a low cost country abroad, to perform an activity the company previously performed itself Promotes efficiency by reducing costs and allowing an organization to make better use of its remaining resources
14 : Empowerment Expanding employees’ knowledge, tasks, and responsibilities by using powerful new software programs
15 : Self-managed teams Groups of employees with the responsibility for supervising their own actions such that the team can monitor its members and the quality of the work performed
16 : Managerial Roles and Skills Managerial role - The set of specific tasks that a person is expected to perform because of the position he or she holds in the organization Mintzberg identified three categories of roles – Decisional, Informational, Interpersonal
17 : 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 The specific knowledge and techniques required to perform an organizational role.
18 : Competencies Specific set of skills, abilities, and experiences that gives one manager the ability to perform at a higher level than another manager in a particular organizational setting
19 : Challenges for Management in a Global Environment Rise of Global Organizations. Building a Competitive Advantage Maintaining Ethical and Socially Responsible Standards Managing a Diverse Workforce Utilizing Information Technology and E-commerce
20 : Building Blocks of Competitive Advantage Figure 1.6
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