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Alba Faus

on 25 December 2012

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Transcript of Management

Management History Strategic Management Process Decision Chapter 4 Chapter 1 Organizational culture and environment Foundations of Planning Strategy Strategic management (cc) image by rocketboom on Flickr Planning Interpersonnal decisional Informational Controlling leading Conceptual Management is lead for a Manager who has Functions Skills Roles Tehnical Human Top manager Middle manager First line manager Organizing Enterpreneur disturbance handler resourcer allocator negotiation monitor disseminator spokerperson Figured leader liaison First line manager Middle manager Top manager has problems that can be Structured unestructured can be solve
with can be solve
with Programme
decision non-programme
decision when the problem
can be handle by Routine approach need to take decisions is made by decision making
process 8 steps decision styles Linear non-linear has History theories classic approach Quantitative approach Conductual approach Contemporaneous
approach Started
with Adam Smith wrote
about work division / specialization Industrial Revolution necessity
of Management Theories Classic Approach Quantitative Approach Contemporary Approach General Management Scientific Management decision making process Behavioral Approach Robert Owen Organizational behaviour divided in analyzes the entire company studies time and movement contributes to Control Planning improves used in Total Quality Management management in a global enviroment cultural global manager Economic political-legal there are different
environment good predictions stability
country laws home
country laws no
uncertainty should know Risks types of economic systems free market
systems planned economy other risks currency exchange inflation rates different policies 2002 March (cc) image by jantik on Flickr Glome 9 dimensions power distance rejection of uncertainty assertiveness human orientation future orientation institutional collectivism gender difference group collectivism performance orientation Hofstede individualism much
distance power high rejection
of uncertainty achievements long term
orientation national organizational evaluation
of cultures positions of
managers ethnocentric polycentric geocentric are main developers
are Max
Weber Henri
Fayol born with Frederick Winslow followed by Fran and Lilian Gilbret statistics using Division of work Fayol 14 Principles of Management created by studies 1st 2nd Authority 3rd Discipline 4th Unity of command 5th Unity of direction 6th Subordination of individual interests to the general interest 7th Remuneration 8th Centralization 9th Scalar chain 10th Order 11th Equity 12th Stability of tenure of personnel 13th Initiative 14th Espirit de corps first supporters were Hugo Muntsberg Mary Parker Folett Chester Barnard main contribution Hawthorne studies intended to Analyze how light intensity affected workers productivity Systems Approach Contingencies Approach divided in sees Companies as interdependent factors believes in Opened systems say There are no rules simplistic or universal that managers should adopt Management visions are Omnipotent Symbolic means means Managers are the direct responsibles for gains and losts Part of gains ans losts is due to external factors What really affects management Organizational culture is is Organizational environment are Values Ways of doing things Traditions Principles can be Strong Weak learned through Histories Language Material symbols Rituals divided in General Specific which are which are Economic Political and legal Sociocultural Demographic Technological Global Clients Suppliers Competitors Lobbies affected by Environment uncertainty Interested parts are Changes Complexity can be Dynamic can be Stable Complex Simple Provide direction to Reduce uncertainty Minimize waste and redundancy Establish objectives useds to control Planning Planning elements are Goals Plans classified as Stated Strategic Maintaining the Hierarchy of Goals Financial Real Management by objectives Range Time Specificity Frequency Traditional can be Strategic Operational can be Long term Short term can be Specific Directional can be Single Permanent methods to establish are Create a planning division Traditional (made by managers) Duration of future commitments is affected by Planning Contingency Factors which are Environmental uncertainty Organizational levels bussiness alliances international
organization World Regional types of internationa-
methods multinational
company multidomestic
company global company transnational company sourcing
global export/
import licenses/
franchises 1 2 3 when the company
had made international
bussiness strategic
alliances World trade
organitation European union TLCAN ASEAN Problem Structured Unstructured Has Occured before Can be solved
with Programmed decision Clear goals Are Completely
defined Are made by When the problem
can be handled
with Routine
approach Lower
level Could be Procedure Rule Policy Is New Unusual Can be
solved with Non-programmed
decision Has Incomplete
information Solution relies
on Judgement Creativity Is made
by Higher
level Decision making
process Consists of 8 steps Depends on Decision
styles That are Linear Non-linear That are Identifying
problem Identifying
criteria Allocation
of weights of
criteria Development
alternatives Analyzing
alternatives Selecting an
alternative Implemen-
tation Evaluation
of results Mission, Goals & Strategies Internal analysis External Analysis Strategy Competitive Strategy 5 Competitive Forces Cost-leadership Differentiation Focus Corporate Portfolio Dogs Question marks Stars Cash Cows Corporate Strategies Maintenance Renewal Growth Diversification Concentration Vertical Integration Horizontal Integration Innovation First mover Advantages Disadvantages Flexibility Internet Is developed by Manager Is made
with Strategy
process Divides
in Corporate
strategies Competitive
strategies Can be Stability
strategy Starts
with Uses Leads
analysis Formulation
strategies Identification
of current
state Divides in Consists of
identifying Internal
analysis External
analysis Consists of
identifying Strengths Weaknesses Opportunities Threats Growth
Strategy Structure and Organizational Design six key elements Models Common designs Current challenges Work specialization Departmentalization five usual forms functional geographic by product by process by client Chain of command Tramo de control Centralization and decentralization Formalization Mechanistic organization Organic organization is Rigid and highly controlled structure is Very adaptable and flexible structure Contingency factors Strategy Size Technology Environmental uncertainty Simple structure Functional structure Divisional structure Teams structure Matrix and project structure Unbounded structure Traditional (mechanistic) are Contemporary (organic) are are Communication with employees Build a learning organization Management of global structural problems Managers as Leaders First theories are Characteristic Theory Behavior Theory the seven characteristics are Impulse Desire to direct Honesty and Integrity Self-confidence Intelligence Job-relate knowledge Extroversion main studies are University of Iowa Ohio State University of Michigan Leadership grid Situational Leadership Theory of Hersey and Blanchard Theory of Path-Goal Fielder's Model Contingency theories are consist in define Leadership styles Situations classified as Task oriented Relationship-oriented classified as Leader-member relations Tasks structure Position power defines 4 leadership specific styles 4 stages of the followers disposition which are Say Participate classified as R1: unable and unwilling people R2: unable but willing people R3: able but unwilling people Sell Delegate R3: able and willing people defines 4 leadership behaviours 2 situational variables which are Directive leader Participate leader which are Follower characteristics Environment Solidary leader Achievement oriented leader Comtemporary Approaches Transformational-transactional leadership of Teams Charismatic-visionary First theories are Manegement of power Development of trust Empowerment Leadership in different cultures Comprehension of gender and leadership differences How to become an effective leader
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