entrepreneurship lecture 2

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entrepreneurship lecture 2

Post  xerxes on Tue Jun 30, 2009 2:53 pm



SUBJECT: Entrepreneurship

Lecture Given: June 18-30, 2009

POWER POINT PRESENTATION

Reference: Introduction to Management-Stephen Robbins and Mary Coulter

Principles of Economics-Karl Case and Ray Fair



Managers



Someone who coordinates and oversees the work of other people so that the organizational goals can be accomplished.



Managerial Levels



First-Line Managers: Managers at the lowest level of the organization that manage the work of non-managerial employees.

Middle Managers: Managers between the first level and the top level of the organization who manage the work of First-Line Managers.

Top Managers: Managers at or near the upper levels of the organization structure who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.



Management



Coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.

Italian word, MANAGGIARE which means “to train horses” or literally “to handle.”

French words, MENAGER, “an act of guiding or leading” and MANEGER meaning “to direct a household” or “to economize.”

To handle, direct economically, guide and lead.

Management is what managers do.



Efficiency: Doing things right or getting the most output from the least amount of inputs. (“doing things right” or concerned with the “means”)

Effectiveness: Doing the right things or completing activities so that organizational goals are attained. (“doing the right things” or concerned with the “ends”)



What do Managers Do



No two organizations are alike

No two managers jobs are alike

Three specific categorization schemes to describe what managers do:

Functions, Roles and Skills.







Management Functions



According to the Functions approach, managers perform certain activities as they efficiently and effectively coordinate the work of others.

Basic Management Functions:

Planning, Organizing, Leading and Controlling



Planning: Management Function that involves defining goals, establishing strategies for achieving those goals and developing plans to integrate and coordinate activities.

Organizing: Management Function that involves arranging and structuring work to accomplish the organization’s goals.

Leading: Management Function that involves working with and through people to accomplish organizational goals.

Controlling: Management Function that involves monitoring, comparing and correcting work performance.



Management Roles



Specific Categories of Managerial Behavior.

10 Management Roles are grouped around interpersonal relationships, transfer of information and decision making.



Interpersonal Roles



Managerial Roles that involve people and other duties that are ceremonial and symbolic in nature.

Figurehead

Leader

Liason



Informational Roles



Managerial roles that involve collecting, receiving and disseminating information.

Monitor

Disseminator

Spokesperson



Decision Roles



Managerial roles that revolve around making choices.

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

Management Skills



Technical Skills

Human Skills

Conceptual Skills



How the Manager’s Job is changing



Technology

Increased Security Threats

Organizational and Managerial Ethics

Increased Competitiveness

Innovation



Historical Background



Management has been around for thousands of years

Two Historical events to the study of management:

In 1776, Adam Smith published The Wealth of Nations--- introduced the concept DIVISION OF LABOR (or job specialization)



Second important event, started in the late 18th century, is the INDUSTRIAL REVOLUTION.

Machine power was substituted for human power.

Forecast demand, ensure enough material was on hand, assign tasks to people, direct daily activities, etc.



Frederick W. Taylor



Father of scientific management

“one best way”



General Administrative Theory



Focused on describing what managers do and what constitutes good management practice.

Henri Fayol---principles of management (can be applied to all organizational situations)

Max Weber--- bureaucracy (division of labor, defined hierarchy, detailed rules)



Quantitative Approach



Use of quantitative techniques to improve decision making





Organization Behavior



Field of study concerned with the actions of people at work.



Systems Approach



Interrelated and interdependent parts arranged in a manner that produces a unified whole.



Contingency Approach



Management approach that says that organizations are different, face different situations and require different ways of managing.



Current Trends and Issues



Globalization

Ethics

Workforce Diversity

Entrepreneurship

Managing in an E-Business World

Knowledge Management and Learning Organizations


xerxes
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Age : 35
Location : Dinalupihan, Bataan

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