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Transcript of Management Introduction
What is Management ?
planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal.
At first, one views management functionally, such as measuring quantity, adjusting plans, meeting goals. This applies even in situations where planning does not take place. From this perspective, Henri Fayol considers management to consist of six functions: forecasting, planning, organizing, commanding, coordinating, and controlling.
The "Controlling" Function
Characteristics of Control
A continuous process
A management process
Embedded in each level of organizational hierarchy.
Closely linked with planning
A tool for achieving organizational activities
An end process
Elements of Control
to be controlled
An attitude is generally defined as a way a person responds to his or her environment, either positively or negatively. This attitude can have a conscious and subconscious aspect.
Can Management Change People's Attitudes ..?
A manager may be able to influence a person's attitude if the root cause is work conditions or work environment. For example, employees may develop negative attitudes if they work long hours, if the company is having difficulties, or if they have relationship issues with the manager or each other
Top Level Management
Middle Level Management
Front Line Management
Levels Of Management
Mapping out exactly how to achieve particular goals, generating plans for actions, and deciding what needs to happen in the future (today, next week, next month, next year, or over the next five years).
Implementing patterns of relationships among workers and making optimum use of resources to carry out plans.
Determining what needs to be done and getting people to do it.
Checking progress against plans and taking any corrective actions necessary to make sure that plans remain on track.
The Organization Chart
A diagram that outlines the reporting structure of an organization and the relative relationships between the various organizational functions and their underlying jobs/positions.
An organization chart outlines the structure of an organization and the relative relationships between various functions and positions.
the coordination of individual efforts into a group or organization-wide effort.
Division of labor
the arrangement of having discrete parts of a task done by different people for greater efficiency.
Hierarchy of authority
the control mechanism for making sure the right people do the right things at the right time.
The four common elements of an organization
(as proposed by Edgar Schein)
Components of an organization
unifies employees or members and gives everyone an understanding of the organization's reason for being.
Other Common Elements
Span of control
A means of ensuring proper coordination of and a sense of accountability among employees. It refers to the number of subordinates a supervisor has.
The basis by which an organization groups tasks together. There are five known bases: functional, divisional, matrix, team, and network.
It happens when the location of decision-making authority is near top organization levels. Centralization increases consistency in the processes and procedures that employees use in performing tasks.
It is found when the location of decision-making authority is near lower organizational levels. With decentralized authority, important decisions are made by middle-level and supervisory-level managers.
Types of Departmentalization