Management

1
Management

• By
• STEPHEN P. ROBBINS
• MARY COULTER

2
PART 1

• Chapter 1 Introduction to Management and
  Organization
• Chapter 2 Management yesterday and Today

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Management Process

• Planning
• Organizing
• Leading
• Controlling

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Management Roles Henry Mintzberg

• 1. Interpersonal
• Figurehead
• Leader
• Liaison
• 2. Informational
• Monitor
• Disseminator
• Spokeperson

• 3. Decisional
• Entrepreneur
• Disturbance Handler
• Resource Allocator
• Negotiator

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Management Skill

• 1. Technical Skill
• 2. Human Skill
• 3. Conceptual Skill

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Management Theories

• 1. Scientific
• 2. Administrative Theorists
• 3. Quantitative Approach
• 4. Organizational Behavior

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Current Trends and Issues

• Globalization
• Workforce Diversity
• Entrepreneurship
• E Business
• Need for Innovation and Flexibility
• Quality Management
• Learning Organization
• Workplace Spirituality

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PART 2

• Chapter 3 Organization Culture and the
  Environment The Constraints
• Chapter 4 Managing in a Global Environment
• Chapter 5 Social Responsibility and Managerial
  Ethics

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Attention to Detail
LowHigh
LowHigh
Innovation and Risk Taking
LowHigh
Outcome Orientation
Organizational Culture
LowHigh
Stability
LowHigh
People Orientation
LowHigh
LowHigh
Aggressiveness
Team Orientation
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Managing in a Global Environment

• The Global Environment
• Regional Trading Alliance
• Different Type of Global Organizations

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Stage I Passive Response
Stage III Established International Operations

Stage II Passive Response
Foreign Subsidiary
Joint Ventures
Strategic Alliances
Exporting To foreign countries or Importing From
foreign countries
Hiring foreign Representation Or contracting With
foreign manufacturers
Licensing/ Franchising
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Social Responsibility and Managerial Ethics

• The Greening of Management
• How Organizations Go Green
• 1. Legal Approach
• 2. Market Approach
• 3. Stakeholders Approach
• 4. Activist Approach

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PART 3

• Chapter 6 Decision Making the Essence of the
  Managers Job
• Chapter 7 Foundations of Planning
• Chapter 8 Strategic Management
• Chapter 9 Planning Tools and Techniques

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Purposes of Planning

1. Planning Gives Direction
2. Planning Reduces Uncertainty
3. Planning Reduces Overlapping and Wasteful
   Activities
4. Planning Sets the Standard Used in Controlling

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The Strategic Management Process
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3
Analyze the Environment.
Identify the Opportunities And threats.
1
Identify the organizations current
mission, Objectives, and strategies.
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7
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Formulate Strategies.
Formulate Strategies.
Formulate Strategies.
4
5
Analyze the organizations Resources.
Identify Strengths and Weaknesses.
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Levels of Organization Strategy
Multibusiness Corporation
Corporate Level
Business Level
Strategic Business Unit 2
Strategic Business Unit 3
Strategic Business Unit 1
Research and Development
Manufacturing
Marketing
Human Resources
Finance
Functional Level
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PART 4

• Chapter 10 Organizational Structure and Design
• Chapter 11 Communication and Information
  Technology
• Chapter 12 Human Resource Management
• Chapter 13 Managing Change and Innovation

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Contemporary Organization Designs

• Team-Based Structures
• Matrix Structure
• Project Structure
• Autonomous Internal Units
• Boundaryless Organization
• Leaning Organization

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The HRM Process
Environment
Recruitment
Human Resource Planning
Selection
Identification and Selection of Competent
Employees
Training
Adapted and competent employees with
up-to-date skills and knowledge
Orientation
Training
Career Development
Competent and high-performing employees who are
capable of sustaining high performance over the
long term
Compensation and Benefits
Performance Management
Environment
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Chang Management

• Forces for Change
• 1. External Forces
• Marketplace
• Governmental Laws and Regulations
• Technology
• Labor Market
• Economic
• 2. Internal Forces
• Operations of the Organization

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PART 5

• Chapter 14 Foundations of Behavior
• Chapter 15 Understanding Groups and Teams
• Chapter 16 Motivating Employees
• Chapter 17 Leadership

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Behavior

• Individual Behavior
• Attitude
• Personality
• Perception
• Learning
• Motivation
• Group Behavior
• Team Building
• Leadership
• Conflict

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Attitude

• Job Satisfaction
• Job Involvement
• Organizational Commitment
• Organizational Citizenship Behavior

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Big-Five Model of Personality

1. Extraversion
2. Agreeableness
3. Conscientiousness
4. Emotional Stability
5. Openness to Experience

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Shaping A Managerial Tool

1. Positive Reinforcement
2. Negative Reinforcement
3. Punishment
4. Extinction

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PART 6

• Chapter 18 Foundations of Control
• Chapter 19 Operations and Value Chain Management

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Types of Control

• Feedforward Control
• Concurrent Control
• Feedback Control