fundamental of management (managers & management) notes
TRANSCRIPT
Fundamentals of Management
Managers and Management
Who Are Managers And Where Do They Work? Organization
A systematic arrangement of people brought together to accomplish some specific purpose; applies to all organizations.
Common Characteristics of Organizations Distinct purpose and goals People Systematic structure
3 characteristics
A
B
Goals
People
Structure
DeliberateStructure
DistinctPurpose
People
People Differences
Operatives People who work directly on a job or task and
have no responsibility for overseeing the work of others.
Managers Individuals in an organization who direct the
activities of others.
Identifying Managers First-line Managers
Supervisors responsible for directing the day-to-day activities of operative employees
Middle Managers Individuals at levels of management between the first-
line manager and top management Top Managers
Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members
TopManagers
Middle Managers
First-Line ManagersNonmanagerial Employees
(Operatives)
Management ???
Management The process of getting things done, effectively
and efficiently, through and with other people Efficiency
Doing the task (thing) correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs
Effectiveness Doing the right task (things) ; goal attainment
GoalAttainment
Effectiveness (Ends)Resource
Usage
Management Strives for:Low Resource Waste (high efficiency)
High Goal Attainment (high effectiveness)
Efficiency (Means)
Low Waste High Attainment
Low efficiency/high effectiveness-right goals ,poor use of resources-right product, high price
High efficiency/High effectiveness-right goals, right use of resources-right product, right price
Low efficiency/Low effectiveness-poor goals, poor use of resources-unwanted product ,high price
High efficiency/low effectiveness-poor goals, good use of resources-unwanted product
Efficiency, Effectiveness and PerformanceEFFICIENCY
EFFECTIVENESS
HIGH
LOW
LOW HIGH
Management Processes
Planning Includes defining goals, establishing strategy, and
developing plans to coordinate activities Organizing
Includes determining what tasks to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made
Management Processes (cont ’d) Leading
Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts
Controlling The process of monitoring performance,
comparing it with goals, and correcting any significant deviations
Planning
Defining goals,establishingstrategy, anddevelopingsubplans tocoordinateactivities
Lead toOrganizing
Determiningwhat needsto be done,how it willbe done, andwho is to do it
Leading
Directing andmotivating allinvolved partiesand resolvingconflicts
Controlling
Monitoringactivitiesto ensurethat they areaccomplishedas planned
Achieving theOrganization’s
statedpurpose
The Process of Management
Planning
OrganizingControlling
Leading
Is The Manager’s Job Universal? Level in the Organization
Do managers manage differently based on where they are in the organization?
Profit versus Not-for-profit Is managing in a commercial enterprise different
than managing in a non-commercial organization? Size of Organization
Does the size of an organization affect how managers function in the organization?
Is The Manager’s Job Universal? (cont’d) Management Concepts and National Borders
Is management the same in all economic, cultural, social and political systems?
Making Decisions and Dealing with Change Do managers all make decisions and deal with
change in the same ways?
What Do Managers Do? (cont’d) Mintzberg’s Management Roles
Approach (Exhibit 1.5) Interpersonal roles
Figurehead, leader, liaison Informational roles
Monitor, disseminator, spokesperson
Decisional roles Entrepreneur, disturbance handler,
resource allocator, negotiator
Managerial Roles identified by Mintzberg
INTERPERSONAL FigureheadLeaderliaison
Set future goalsSet an exampleCo-ordinate work of dept heads
INFORMATIONAL MonitorDisseminatorSpokesperson
Changes in Environmental factorsInside organization organization’s rep
DECISIONAL EntrepreneurDisturbance HandlerResource allocatorNegotiator
Use of resourcesCorrective actions during crisis
Set budgetsAgreements with labour unions
ROLE TYPE SPECIFIC ROLE EXAMPLE
What Do Managers Do? (cont’d) Skills Approach
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
Management time spent
Top Managers
Middle Managers
First-Line Managers
Skills Needed at Different Management Levels
TopManagers
MiddleManagers
Lower-levelManagers
Importance
ConceptualSkills
HumanSkills
TechnicalSkills
Conceptual Human skills Technical
Top Managers
Middle Managers
First-Line Managers
Conceptual, Human and Technical skills needed by the three levels of Management
Specific Skills for Managers Behaviors related to a manager’s effectiveness:
Controlling the organization’s environment and its resources.
Organizing and coordinating. Handling information. Providing for growth and development. Motivating employees and handling conflicts. Strategic problem solving.