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Leadership and Management

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Sofía Roa
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83 views17 pages

Leadership and Management

Uploaded by

Sofía Roa
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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1-1

NIVELES GERENCIALES
• First-Line Managers: manage the work of non-
managerial employees
• Middle Managers: manage the work of first-line
managers
• Top Managers: responsible for making
organization-wide decisions and establishing
plans and goals that affect the entire organization

Copyright © 2018 Pearson Education, Inc.


1-2

Where Do Managers Work?

• Organization: a deliberate arrangement of people


to accomplish some specific purpose

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1-3

Why Are Managers Important?

• Organizations need their managerial skills and


abilities now more than ever
• Managers are critical to getting things done
• Managers do matter to organizations

Copyright © 2018 Pearson Education, Inc.


1-4

What Do Managers Do?

• Management involves coordinating and


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

Copyright © 2018 Pearson Education, Inc.


1-5

Efficiency and Effectiveness

• Efficiency: doing things right


– getting the most output from the least amount
of input
• Effectiveness: doing the right things
– attaining organizational goals

Copyright © 2018 Pearson Education, Inc.


1-6

Exhibit 1-3
Efficiency and Effectiveness in Management

Exhibit 1-3 shows that whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.

Copyright © 2018 Pearson Education, Inc.


1-7

Management Functions
• Planning: Defining goals, establishing strategies
to achieve goals, and developing plans to
integrate and coordinate activities
• Organizing: Arranging and structuring work to
accomplish organizational goals
• Lending: Working with and through people to
accomplish goals
• Controlling: Monitoring, comparing, and
correcting work

Copyright © 2018 Pearson Education, Inc.


1-8

Mintzberg’s Managerial Roles and a


Contemporary Model of Managing
• Roles: specific actions or behaviors expected of
and exhibited by a manager
• Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of
information, and decision-making

Copyright © 2018 Pearson Education, Inc.


1-9

Types of Roles
• Interpersonal
– Figurehead, leader, liaison
• Informational
– Monitor, disseminator, spokesperson
• Decisional
– Entrepreneur, disturbance handler, resource
allocator, negotiator

Copyright © 2018 Pearson Education, Inc.


1-10

Management Skills
• Technical skills
– Knowledge and proficiency in a specific field
• Human skills
– The ability to work well with other people
• Conceptual skills
– The ability to think and conceptualize about
abstract and complex situations concerning the
organization

Copyright © 2018 Pearson Education, Inc.


1-11

Exhibit 1-6
Skills Needed at Different Managerial Levels

Exhibit 1-6 shows the relationships of conceptual, human, and technical skills to managerial levels.

Copyright © 2018 Pearson Education, Inc.


1-12

Exhibit 1-7
Important Managerial Skills

Exhibit 1-7 shows other important managerial skills.

Copyright © 2018 Pearson Education, Inc.


1-13

Exhibit 1-8
Changes Facing Managers

Exhibit 1-8 shows some of the most important changes facing managers.

Copyright © 2018 Pearson Education, Inc.


1-14

Focus on the Customer

• Without customers, most organizations would


cease to exist
• Managing customer relationships is the
responsibility of all managers and employees
• Consistent, high-quality customer service is
essential

Copyright © 2018 Pearson Education, Inc.


1-15

Focus on Technology

• Managers must get employees on board with new


technology
• Managers must oversee the social interactions
and challenges involved in using collaborative
technologies

Copyright © 2018 Pearson Education, Inc.


1-16

Focus on Social Media

• Social media: forms of electronic communication


through which users create online communities to
share ideas, information, personal messages, and
other content

Focus on Innovation

• Innovation: exploring new territory, taking risks,


and doing things differently

Copyright © 2018 Pearson Education, Inc.


1-17

Focus on Sustainability
• Sustainability: a company’s ability to achieve its
business goals and increase long-term
shareholder value by integrating economic,
environmental, and social opportunities into its
business strategies
Focus on the Employee
• Treating employees well is not only the right thing
to do, it is also good business

Copyright © 2018 Pearson Education, Inc.

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