dr adrianna jaskanis [email protected] … to mngtm.pdf–mullins, l.j. 2005. management and...
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© Adrianna Jaskanis Faculty of Management, University of Warsaw
Introduction to management
dr Adrianna Jaskanis
Chair of Organization Theory and Methods
© Adrianna Jaskanis Faculty of Management, University of Warsaw
# Date Topic
1. 4th of October Managers and management
2. 11th of October The management environment
3. 11th of October Planning and foundations of decision making
4. 25th October Organizing and HRM
5. 8th November Leadership and team work
6. 15th November Controlling
7. 22nd November Exam
© Adrianna Jaskanis Faculty of Management, University of Warsaw
Assessment
Exam:
• A case study to solve a specific business problem
• A test of 15 questions
50 points in total to gain from the exam
Your involvement in the course is assessed permanently
50 points in total to gain from different individual and group tasks – e.g. 5 points – short presentation/10 points – group case study
© Adrianna Jaskanis Faculty of Management, University of Warsaw
Readings
• Please check the website (http://wz.uw.edu.pl/pracownicy/lista/adrianna-jaskanis/materialy) for all the readings, presentations,case studies, etc.
– Password: intromngtm
• Bibliograpy
– Robbins, S.P., DeCenzo, D.A. 2008. Fundamentals of Management. Essential Concepts and Application. Pearson Prentice Hall.
– Jones, G. 2004. Organizational Theory, Design, and Change. Pearson Education International.
– Mullins, L.J. 2005. Management and Organizational Behaviour. Prentice Hall.
© Adrianna Jaskanis Faculty of Management, University of Warsaw
Contact
• Office hours - Mondays, B406, from 10.00 am to 11.30 am
• E-mail: [email protected]
© Adrianna Jaskanis Faculty of Management, University of Warsaw
Managers work in…
• An organization – a systematic arrangement of people brough together to accomplish some specific purpose
• Three distinct features
– Has purpose (goals or set of goals)
– Has people or members
– Has a systematic structure
• Managers vs. operatives
© Adrianna Jaskanis Faculty of Management, University of Warsaw
Organizational levels
Top managers
Middle managers
First line managers
Operatives
© Adrianna Jaskanis Faculty of Management, University of Warsaw
Management
• The process of getting things done, effectively and efficiently through and with other people
• Good management is concerned with both attaining goals and doing so as efficiently as possible
© Adrianna Jaskanis Faculty of Management, University of Warsaw
Effectiveness Efficiency
© Adrianna Jaskanis Faculty of Management, University of Warsaw
Efficiency and Effectiveness
Goal attainment
Means Efficiency
Resource usage
Ends Effectiveness
Low waste High attainment
Goals
© Adrianna Jaskanis Faculty of Management, University of Warsaw
Management processes
Planning – defining goals, establishing
strategy and developing subplans to
coordinate activities
Organizing- determining what
needs to be done, how it will be done and
who is to do it
Leading - directing and motivating all involved parties and resolving
conflicts
Controlling – monitoring activities
to ensure that they are accomplished as
planned
© Adrianna Jaskanis Faculty of Management, University of Warsaw
What do managers do? Is the manager’s job generic?
51%
24%
15%
10%
First line managers
Leading Organizing
Planning Controlling
41%
38%
20%
1%
Middle managers
Leading Organizing
Planning Controlling
22%
36%
28%
14%
Top managers
Leading Organizing
Planning Controlling
© Adrianna Jaskanis Faculty of Management, University of Warsaw
Managerial roles
• Specific categories of managerial behavior, often grouped under three primary headings:
– Interpersonal relationships,
– Transfer of information
– Decision making
• Mintzberg’s managerial roles
© Adrianna Jaskanis Faculty of Management, University of Warsaw
Mintzberg’s Managerial Roles - Interpersonal
• Symbolic head
• Obliged to perform a number of routine duties of a legal or social nature
Figurehead
• Responsible for the motivation and activation of employees
• Responsible for staffing, training and associated duties
Leader
• Maintains self developed network of outside contacts and informers who provide favors and information
Liaison
© Adrianna Jaskanis Faculty of Management, University of Warsaw
Mintzberg’s Managerial Roles - Informational
• Seeks and receives wide variety of special information to develop thorough understanding of organization and environment
• Emerges as nerve center of internal and external information about the organization
Monitor
• Transmits information received from other employees
• Some information is factual, some involves interpretation and integration of diverse value positions of organizational influences
Disseminator
• Transmits information to outsiders on organization’s plans, policies actions, results etc.
• Serves as an expert to an organization’s industry
Spokesperson
© Adrianna Jaskanis Faculty of Management, University of Warsaw
Mintzberg’s Managerial Roles - Decisional
• Searches organization and its environment for opportunities and initiates „improvement projects” to bring about change; supervises design of certain projects as well
Entrepreneur
• Responsible for corrective action when organization faces important disturbances
Disturbance handler
• Responsible for the allocation of organizational resources of all kinds – in effect, the making or approval of all significant organizational decisions
Resource allocator
• Responsible for representing the organization at major negotiations
Negotiator
© Adrianna Jaskanis Faculty of Management, University of Warsaw
After the first lecture you’re able to:
• Describe the difference between managers and operative employees
• Explain what is meant by the term management and differentiate between efficiency and effectiveness
• Describe four primary processes of management
• Summarize the essential roles performer by managers