Table of Contents
Effective Management
Management defined
Managers before they knew it
Engineering is ëmother disciplineí of management
Fayolís General Framework for Operational Management
Human Relations in Management, 1927-Present
Hawthorne Studies
Results of Hawthorneís Studies
Empirical Approach: Distilling Basics
Systems Thinking: Not a Separate Approach
Situational and Contingency Approaches: Not New
or Separate
Situational and Contingency Approaches
Confluence of Motivation and Leadership Theory
Confluence of Motivation and Leadership Theory
Motivation and Leadership Theory
Organizational Development
O.D.
Impact of Technology
Merger of Theory and Practice
Buzz theories
Ten most frequently cited skills of effective managers
Ten most frequently cited skills of effective managers
Three notable characteristics of these skills
Sorted another way, these skills are...
Improving management skills
At a practical level, given...
Itís their job!
Itís their job!
Itís their job!
Leave management to the MBAs? No way!
Knowledge Management
So, what it KM?
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And, it includesÖ
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Consider thisÖ
Planning
Planning Model
Why Plan?
Stated differently
Types of Plans
Six Planning Components
How long is long?
Who Plans?
Strategic Thinking and Planning
Mission Statement
Goals: Foundation of Planning
Furthermore, goals provide
Druckerís Eight Key Result Areas
physical and financial resources
employee performance and attitude
Three conclusions regarding key results areas
Management by Objective (MBO)
Example
Action Plan: Michael Kidd, childrenís librarian,
will contact each grade room teacher and arrange for class training visits
by November 30, 1999; visits will begin after Jan. 1, 2000
MBO, a mutual process of goal setting
Why goal-setting?
Benefits of MBO
Problems with MBO
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Author: Maurita Holland
Email: mholland@umich.edu
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