Bài thuyết trình chưa có tiêu đề

Management in Stable Environment

Management in Unstable Environment

Management Techniques

Management Theories

The process of planning and organizing

The attainment of organizational goals

A way to control resources

A method of leading teams

A social entity that is goal directed and deliberately structured

A group of people working together

A business that makes a profit

A non-profit organization

The art of knowing what you want to do

To forecast and plan

Getting things done through people

Doing things right

Planning

Organizing

Leading

Controlling

Organizational effectiveness is about achieving goals, while efficiency is about resource use.

Organizational effectiveness refers to resource use, while efficiency is about achieving goals.

Both terms mean the same thing.

Organizational effectiveness is less important than efficiency.

Conceptual, Human, Technical

Analytical, Human, Technical

Conceptual, Technical, Financial

Human, Technical, Operational

The ability to see the organization as a whole system

The ability to manage people effectively

The ability to perform technical tasks

The ability to communicate clearly

Ability to work independently

Ability to work with others

Ability to manage time

Ability to analyze data

Mastery of methods

Analytical ability

Specialized knowledge

All of the above

Technical Skills

Human Skills

Conceptual Skills

All of the above

Be a good coach

Empower your team

Help your employees with career development

Have key technical skills

Not listening to customers

Unable to motivate employees

Not building teams

Inability to create cooperation

Ineffective communication skills

Poor work relationships

Person-job mismatch

Failure to adapt and break old habits

Top managers

Middle managers

Project managers

First-line managers

Top Managers

Middle Managers

First-Line Managers

All of the above

Functional managers

General managers

Project managers

Team leaders

From doer to coordinator

From coordinator to doer

From leader to follower

From manager to employee

Individual contributors perform specific tasks

Managers coordinate diverse tasks

Individual contributors work independently

Managers work in isolation

Increased workload

Supervising former peers

Responsibility for others

All of the above

Set Objectives

Organize

Motivate and Communicate

Develop People

Adventures in multitasking

Work at unrelenting pace

Less than nine minutes on most activities

Always working (catching up)

Planning

Organizing

Leading

Controlling

Informational

Interpersonal

Decisional

Technical

Manager roles are discrete activities

Management can be practiced independently

Managers need time to plan and think

Management is not important

Leader role is more important for Supervisory Managers

Liaison role is more important for Top Managers

Leader role is equally important for all managers

Liaison role is less important for Middle Managers

Inadequate management skills

High competition

Lack of funding

Poor marketing strategies