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Chapter 1 | Managers and You in the Workplace Part 1 | Principles of Management



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Chapter 1 | Managers and You in the Workplace | Principles of Management

Learning Objectives for this chapter (Managers and You in the Workplace). Managers and You in the workplace. This video describes what management is? Who managers are? and what do they do? and what sort of management skills they need?. This video aims to make people understand management skills to enable themselves to thrive in the business organizations. This video contains the topics "Mangers and you in the workplace" which is taken from the book of Stephen P Robins. Introduction to management and managerial skills Tell who managers are and where they work. Introduction to management Introduction to management and organization Know how to manage your time. Explain why managers are important to organizations. Describe the functions, roles, and skills of managers. Develop your skill at being politically aware. Describe the factors that are reshaping and redefining the manager’s job. Explain the value of studying management. What is Path dependence Why Are Managers Important? What is Efficiency and Effectiveness What is the role of Efficiency and Effectiveness in Management What are the Management Functions What is Planning, organizing, leading and controlling What are Mintzberg’s Managerial Roles and a Contemporary Model of Managing (Interpersonal role, Informational role and Decisional role) What are the Management Skills? what management skills such as Technical skills, human skills and conceptual skills are important? What are the management Skills Needed at Different Managerial Levels? Changes Facing Managers Focus on Sustainability Universal Need for Management Challenges of Being a Manager Rewards and Challenges of Being a Manager Katz’s managerial skills In this serves of lectures we will cover all chapters of Management 13th ed-Stephen P. Robbins_ Mary A. Coulter - Pearson Chapter one : Managers and You in the Workplace.

Following aspects of Managers and You in the Workplace, chapter one are described in this video;

Who is manager?: Manager: someone who coordinates and oversees the work of other people so that organizational goals can be accomplished
Classifying Managers:
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
Organization: a deliberate arrangement of people to accomplish some specific purpose.
what are the Characteristics of Organizations?
What managers do ? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
Efficiency: doing things right, getting the most output from the least amount of input
Effectiveness: doing the right things attaining organizational goals
What are the four Four Functions of Management?
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
Interpersonal
Figurehead, leader, liaison
Informational
Monitor, disseminator, spokesperson
Decisional
Entrepreneur, disturbance handler, resource allocator, negotiator
What are the 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
The Universality of Management The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located
Challenges of Being a Manager
Can be a thankless job
May entail clerical type duties
Managers also spend significant amounts of time in meetings and dealing with interruptions
Managers often have to deal with a variety of personalities and have to make do with limited resources

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