Introduction to Management

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1/9/2013

Introduction to Management
Dipan K Mehta
dipan.kmehta@kaplan.com
Kaplan Global Diploma
Session 1

Successful Organizations

Efficient
Effective

• Makes the best possible use of people,
money, physical plant, and technology

• Goals are met which sustain an
organization’s competitive advantage

2

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21st Century Issues

Management
of Change

Customer
Service

Business
Ethics

3

Three Levels of Managers

Strategic
Managers

• senior executives with overall
responsibility for the firm.

Tactical
Managers

• responsible for implementing the
directives of strategic managers.

Operational
Managers

• responsible for day-to-day
supervision.

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Four Management Functions
Planning /
Strategizing
Organising
Leading
Controlling

• vision & mission
• strategising
• goals & objectives

• organisational design
• culture
• social networks





Leadership / motivation
decision making
communications
groups / teams

• systems process
• Operations management

5

Managerial Roles
Interpersonal
roles
Information
roles

Decisional
roles

• Figurehead
• Leader
• Liaison

• Monitor
• Disseminator
• Spokesperson

• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator

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7

The Operational Perspective (Classical)

• Scientific management
- Study each part of task for best method
- Carefully select and train workers
- Cooperate fully with workers
- Divide work and responsibility between workers and management

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Quantitative Management

Break-even
analysis

Basic economic
order quantity
(EOQ)

Materials
requirements
planning (MRP)

Quality
management

9

Total Quality Management

Focus on the
customer

Employee
involvement

Continuous
improvement

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Bureaucratic Management

Specialization of labor
Formal rules and procedures
Impersonality
Well-defined hierarchy
Career advancement based on merit

11

Administrative Management

Unity of command
Unity of direction
Equity
Cross communication not just top down or bottom up

12

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Behavioral Perspective

• Mary Parker Follett (The Hawthorne Studies)
• Human relations approach
- knowledge of the psychological and social processes of human behaviour can result in improvements in productivity and
satisfaction.

13

Contemporary Management Perspectives

systems theory

• a system of interrelated parts that functions in a holistic way to achieve a common purpose.

contingency
theory

• Decentralized organization structure when environment is turbulent • Centralized organization structure when environment is stable and predictable

learning
organization

• organizations that can learn faster than their counterparts have an advantage over competitors in the marketplace

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Emerging Perspectives and Issues

The Modular
Organization
The Intangible
Organization

• outsource all non-crucial functions

• investments in know-how and
product design instead of plants
and equipment

15

Introduction to Management

Kaplan Global Diploma
Break

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Business Ethics

Ethics
Business
Ethics

• principles that explain what is right or wrong, good or bad, and what is appropriate or inappropriate in various settings

• standards or guidelines for the conduct and decision making of employees and managers
• Not the same as laws
• Laws and ethics are in agreement in some situations, but not in others

17

Skills for Managing Ethics and Social
Responsibility

Ethical
decisionmaking skills

Analyzing
stakeholder
concerns

18

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Ethics Approaches

Utilitarianism

• Decisions should be made on the basis of what is good for the greatest number of people

Individualism

• Personal self-interests should be...
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