Mergenthaler mgm260 1101b-02 ph4 ip
•Télécharger en tant que PPTX, PDF•
0 j'aime•82 vues
Management
Recommandé
Contenu connexe
Tendances
Tendances (20)
En vedette
En vedette (12)
Similaire à Mergenthaler mgm260 1101b-02 ph4 ip
Similaire à Mergenthaler mgm260 1101b-02 ph4 ip (20)
Plus de Sabrina Mergenthaler
Plus de Sabrina Mergenthaler (20)
Dernier
Dernier (20)
Mergenthaler mgm260 1101b-02 ph4 ip
- 1. MGM260-1101B-02 Fundamentals of Management Phase 4 Individual Project Colorado Technical University Sabrina Mergenthaler Professor Meisha Brown March 18, 2011
- 3. What are managers? Characteristics Duties Roles “Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished (Robbins & Coulter, 2009)”
- 4. Layers of Management Top Managers Middle Managers First-Line Managers Non-managerial Employees “management- the organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of defined objectives (Management, 2005).”
- 5. What do managers do? People Money Equipment Doing things right Functions Roles Skills
- 6. •Spokesperson •Disseminator •Monitor Entrepreneur Disturbance Handler Negotiator Resource Allocator
- 7. • Establish Strategies • Develop plans • Coordinate Activities • Define Goals Planning • Determines: • What needs done • Who will do it • How it will get done Organizing • Hiring • Training • Motivating Leading • Monitoring • Comparing • Correcting Controlling Functions of Management
- 8. Planning In the planning stage, it is the job of the manager to first realize the goals of the company. It is the managers responsibility to ensure that his or her methods and techniques are fitting not only the goals but the culture of that company as well. In the plan, the manager should establish strategies for the team that make working conditions safer, or the job easier for his employee. It is in the planning component of management that the leader develops the plan and coordinates the team on activities that correlate with the defined goals (Robbins & Coulter, 2009). The manager also foresees the workforce he will need to carry out the tasks in this phase and the other resources necessary to put his plan to actions, such as money and equipment. Once the manager has a plan, he or she can focus on the other components of their duties as manager.
- 9. Organizing • Who? • What? • Where? • When? • How?
- 11. Controlling the process of monitoring, comparing and correcting work performance (Robbins & Coulter, 2009) • Monitor – Are goals being met? – Are plans being followed? • Compare – Are the goals being achieved? • Correct – What needs to be done?
- 12. The Importance of the Functions SafetyConsistencyReputation
- 14. References Manager. (2003). In Roget's II The New Thesaurus. Retrieved from http://www.credoreference.com/entry/hmrogets/manager Management. (2005). The Business Dictionary. Retrieved from http://www.businessdictionary.com/definition/managem ent.html Robbins, S. P., & Coulter, M. (2009). Management (9th ed.). Upper Saddle River, NJ: Prentice Hall.
Notes de l'éditeur
- In the following presentation, we will address the makings of a manger, that is the characteristics, duties, skills, and roles; and briefly define their role within management. We will also note the varying levels of management—focusing in on what type of manager works with what type of employee or lower manager. In a more careful study of the managerial staff, we will assess what it is they do within a company, and how what they do affects the individual and the importance of their function for the company. We will then conclude with a short synopsis of my own interpretations and how I would operate or manage a business team or my own. In taking a look at the studies of managers before me, I can successfully evaluate and compare my own abilities as a manager. By the end of this presentation, we may both find we have changes to make.
- If you have ever been questioned about your ideal manager, you may have responded with a series of traits and characteristics that fit the image of a well-dressed individual with superior performance skills, and who is easily approachable. However, being a manager means more than just encompassing a great personality. It means taking on more responsibility, and being a reflection of the company’s goals and successes. In general, managers work above a team of individuals. There is a certain amount of authority provided to managers to maintain a productive work environment. Managers also are responsible for the output of the whole team, so the delegation of work and responsibilities falls squarely on their ability to make decisions. It seems we have identified the makings of a manager, however to define what a manager is, we must look for more official sources. For instance, one dictionary recognizes a manager as “a person having administrative or managerial authority in an organization “ or “someone who directs and supervises works”. Such titles they may hold include: boss, director, supervisor, overseer, administrator, and then some (Manager, 2003). Professor Brown of Colorado technical university adds in her live chat, a manager is “someone who coordinates and oversees the work of other people so that organizational goals can be achieved (Robbins & Coulter, 2009).” To further develop this definition, I have concluded a manager to be all that Professor Brown has described, as well as a model of superior performance, knowledge and motivation as pre-defined by society.
- Management is a means of creating stability. It is the hierarchy within companies that establishes leaders among the hoi polloi. According to the Business Dictionary, management is “the organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of defined objectives (Management, 2005).” In conjunction with the manger position, there are goals that need to be systematically completed, and the process in which these goals are carried out is where management takes place In general, there are levels of management that start with the non-managerial staff, or the employees. Just above them are the first-line managers, who typically work on-site with the employees. These managers are responsible for ensuring the day to day production is carried out appropriately. Next in the hierarchy of management is the middle managers. These may be regional representatives, or district managers, responsible for ensuring that each area of a company is performing as it should. Finally, the top managers are the CEOs, and chief executives that run the whole company. The people in these positions may only have themselves to answer to, or a board of people to answer to. In fact, the size of management can vary from one person to hundreds or thousands of people in management positions. However, the decisions they make will ultimately affect the company (Robbins & Coulter, 2009).
- While there may be different levels of management, the manager’s role is the same throughout each level. We have already looked at the qualities that make up a manager, and have seen how those qualities can directly affect a managers ability to lead. Now we will look at the duties and responsibilities . Exceptional managers must always look at their efficiency and effectiveness. When we refer to measuring efficiency we are looking at how well we are using the resources available to us. Our resources include people, money, and equipment (Robbins & Coulter, 2009). The drive behind any business is to make a profit. By reducing the amount it cost to produce, that company can in turn profit more. Thus one component of management is to use the resources efficiently. That may mean cutting hours, reducing material costs, or making other adjustments to the resources to compensate. When a manager rates effectiveness, they take into account the quality of the output. Knowing the company’s goals is a start to measuring effectiveness. However, it also deals with ensuring the safety of the job, promoting techniques that make the job easier, and executing strategies (Robbins & Coulter, 2009). As part of what managers do, we will also look at the roles of a manager, the four functions, and skills they contribute as well.
- The duties of a manager go beyond simply creating efficient and effective use of resources. In fact, Henry Mintzberg, a well known management researcher theorized that it was possible to determine what a manager did by looking at the roles the manager must play. For instance, in the interpersonal role, a manager is directly involved with people, whether insider or outside the company. There are three main roles of the interpersonal roles include: figurehead, leader, and liaison (Robbins & Coulter, 2009). However, a manager must also be informational. This means the manager must be able to collect, send, and receive information and do so accordingly. In the decisional role, a manager must make decisions. His or her role as the decision maker may come in any of four roles: entrepreneur, disturbance handler, negotiator, or resource allocator. Mintzberg further suggested that in each of these roles a manager must reflect and act upon the various assortment of problems that are thrown. At each level of management, these roles become increasingly more important to the success of the company.
- Contrary to Hintzberg’s approach, the functions approach, supported by Henry Fayol, looks at the actions of a manager as being part of four functions. This French businessman theorized that manager duties included: planning, organizing, leading, and controlling. In his view, companies exist because they have a purpose or goal. In order to achieve that goal the company must plan accordingly. As we have already indicated in the hierarchy of management, the functions of management are the same, and only carry higher levels of importance. In this case, a manager encompasses all of these functions in order to accomplish the goals of the company. An important factor that one must consider in Fayol’s approach is that neither of these functions could work without the other. Though the duties of the manager may appear to be a juggling act, it really is more of a balance. Good managers are able to properly balance the duties of their job in order to become an ideal manager. Let’s take a closer look at the functions of a manager.
- In the planning stage, it is the job of the manager to first realize the goals of the company. It is the managers responsibility to ensure that his or her methods and techniques are fitting not only the goals but the culture of that company as well. In the plan, the manager should establish strategies for the team that make working conditions safer, or the job easier for his employee. It is in the planning component of management that the leader develops the plan and coordinates the team on activities that correlate with the defined goals (Robbins & Coulter, 2009). The manager also foresees the workforce he will need to carry out the tasks in this phase and the other resources necessary to put his plan to actions, such as money and equipment. Once the manager has a plan, he or she can focus on the other components of their duties as manager. In this pivotal stage of management, the future of the company is at stake. Well-grounded plans allow for the employees to feel like their work is going to make a difference. A company with a solid plan and well-defined goals will have higher rates of efficiency and will work more effectively.
- In the organizing function, the manager factors in several key components to the plan. In the organization phase the task is defined and a structure for carrying out the plan is built. The manager at this stage decides what will be done, how it will be done, who will work on the task, when it will be accomplished by and so on. This is a critical stage in management, as it pinpoints key players in the work environment. There’s no guesswork when someone has already put the details into place. This step also allows the manager to make expectations clearly known. By focusing on division, coordination, and controlling the tasks, managers can create a smoothly flowing structure within the organization. In this component managers distribute authority to lower ranking employees, which acts as a motivator for people to take charge and move up the corporate ladder. In doing so, the manager can effectively see who is a valuable worker, and who is a weak link (Robbins & Coulter, 2009).
- In return, managers have a responsibility to their team to be leaders. A leader’s abilities should stand out from the rest. He or she should have the ability to motivate the team, and properly influence them to accomplish the goals of the company. As team members seek more and more fulfillments from their jobs, this is a great ground for building a supportive team. By hiring individuals that have similar goals and plans, you may inadvertently motivate your team to work together. In practicing a high standard of training, you can ensure that the future of the company will remain strong and that the lessons of today will remain part of tomorrow’s lessons. As a manager and a leader, you should distinguish yourself as an achievement of the past. Employees should look up to you, and not fear you. Thus it imperative to resolve issues quickly and satisfactorily. When leadership is effective, the team will work under any conditions.
- Controlling is the process of monitoring, comparing and correcting work performance, according to the functions approach (Robbins & Coulter, 2009). When monitoring a company, a manger must question whether or not the plans of the company are being followed. He or she must also determine if the company goals are being met. Measuring this may take place in the form of surveying, personal observation, statistics, and oral or written reports. When comparing, a company will look at current and past records to determine where the standards should be set. If standards are already in place, the company can begin comparing immediately. Generally, comparing to standards is done through a series of interviews or regular reviews. In this setting, the manager can identify one specific individual’s strengths and weaknesses and make adjustments in the form of feedback. Depending on how well the current performance is, correction may or may no be necessary. Constructive criticism is one way in which managers may make corrections, however, other methods may include termination of individuals or revisions to the plan. Sometimes, this function must be mandated by an even higher authority.
- While neither the roles approach or the functions approach is static for defining what a manager does, both clearly identify the role of the manager as one of importance. The duties carried out by the manager are by far the most important for that company. Due to how closely managers work with not only each other, but their employees, the functions they serve within the work environment contribute to how the company is perceived externally. This could mean the difference between coming out ahead of the competition or hanging back with the rest. In a world where reputation is increasingly difficult to achieve, this is one step that’s sure to boost standards and opinions. In defining the goals and expectations, managers essentially lead their teams to victory, or their horses to water. However, it is up to the employee to follow-through. In making one of the functions of a manager to control, power of authority has been placed in the hands of someone who shares the values of the company. Thus consistency may always be maintained. However, and above all, the company should pride itself on being a promoter of safety. In monitoring their work, they can easily identify areas of problems and eliminate them early on. In protecting employees, the managers also protect themselves and the company from devastating issues.
- Having been a manager before, I thought I knew the ups and downs of management. However, just as time and experience educates everyone, I have learned that you can never learn enough. One of the many things I often struggle with as a manager is knowing when I am being too firm. Due to my firm belief that people should do the job expected of them or be fired, I may come off as too brash of a manager. However, I feel as a manager it my responsibility to train my team exactly as I expect them to act or perform. I feel that if I show them that I am willing and able to do what I am asking of them, then there is no conflict with my request. So above all I demonstrate that I am hard working, and willing to get dirty when the job calls for it. I think this also gives me an opportunity to express my expectations, answer questions, and be generally more personable with my team. While many say that a boss cannot be your friend, I think that there’s an extension to the theory. By that I mean, my team should always feel comfortable telling me if there is something wrong, be it personal or not. I expect to be invited to the barbeque, but the team should expect that I would never show up. Of course, in my company, we are a rather close-knit and almost second-family like entity. My style of management is usually motivational. I want my team to succeed. I love teaching, so there is no reason why they should not, unless I am just not motivating enough. Regular company lunches, and meetings reinforce a close bond (besides, company lunches are tax deductible so why not spend a bit on the team). At these meetings, culture and reward can be cultivated, further motivating the team to produce. Additionally, I would like to believe that I am a role model. When I get the bug to move up the corporate ladder, I share myself with everyone. If my ideas seem to be widely accepted, I can be assured there will be people who want to follow in my shoes. If I can open their own ideas up, that’s even better. As a role model, I intend to never be kept in a place I don’t want to be. My team should be equally encouraged. They should all be after the next best job.