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THE NATURE OF MANAGEMENT

Organizations are made of people and goals and managers.

Levels of management

Top level:Managers at this level ensure that major performance objectives are established andaccomplished. Like (CEO), (COO)Middle level: Middle managers report to top managers and are in charge of relatively large departments

or divisions consisting of several smaller units. Like clinic directors in hospitals; deans in universities;

and division managers, plant managers, and branch sales managers in businesses.

Low level: The initial management job that most people attain is typically a first-line management

position, such as a team leader or supervisor

Functions of Managers

Planning, Organizing, Staffing, Leading, and Controlling.

Roles performed by managers

In his classic book, The Nature of Managerial Work, Henry Mintzberg describes a set of tenroles that a

manager fills. These roles fall into three categories:

_ Interpersonal: This role involves human interaction.

_ Informational: This role involves the sharing and analyzing of information.

_ Decisional: This role involves decision making.


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Skills needed by managers

Technical:

Human:

Conceptual:

THE EVOLUTION OF MANAGEMENT THOUGHT

Classical Schools of Management

developed during theIndustrial Revolutionwhen new problems related to the factory system began to

appear. two branches: classical scientificand classical administrative,

A: Classical scientific school arose because of the need to increase productivity and efficiency. rootsto several major contributors, includingFrederick Taylor,Henry Gantt, andFrank and Lillian Gilbreth.

Frederick Taylor: father of scientific management,believed that organizations should study tasks and

develop precise procedures.

Henry Gantt: an associate of Taylors, developed the Gantt chart, a bar graph that measures planned andcompleted work along each stage of production.

Frank and Lillian Gilbreth: studied job motions.

B: Classical administrative school

concentrates on the total organization. Contributors Max Weber, Henri Fayol, Mary Parker Follett, andChester I. Barnard.Max Weberdisliked personal family-like basis and that employees were loyal to individual supervisorsrather than to the organization. He believed that organizations should be managed impersonally and that a

formal organizational structure, where specific rules were followed, was important. In other words, hedidnt think that authority should be based on a persons personality. He thought authority should besomething that was part of a persons job and passed from individual to individual as one person left and

another took over. This non-personal, objective form of organization was called a bureaucracy.Weber believed that all bureaucracies have the following characteristics:

A well-defined hierarchy.

Division of labor and specialization.

Rules and regulations.

Impersonal relationships between managers and employees.

Competence.

Records.


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Henri Fayol, a French mining engineer, developed 14 principles of management

_ Division of work: Division of work and specialization produces more

and better work with the same effort.

_ Authority and responsibility: Authority is the right to give orders and

the power to exact obedience. A manager has official authority becauseof her position, as well as personal authority based on individual personality,

intelligence, and experience. Authority creates responsibility.

_ Discipline: Obedience and respect within an organization are absolutely

essential. Good discipline requires managers to apply sanctionswhenever violations become apparent.

_ Unity of command: An employee should receive orders from only

one superior.

_ Unity of direction: Organizational activities must have one central

authority and one plan of action.

_ Subordination of individual interest to general interest: The interests

of one employee or group of employees are subordinate to theinterests and goals of the organization.

_ Remuneration of personnel: Salariesthe price of services rendered

by employeesshould be fair and provide satisfaction both

to the employee and employer.

_ Centralization: The objective of centralization is the best utilization

of personnel. The degree of centralization varies according to thedynamics of each organization.

_ Scalar chain: A chain of authority exists from the highest organizational

authority to the lowest ranks.

_ Order: Organizational order for materials and personnel is essential.

The right materials and the right employees are necessary for eachorganizational function and activity.

_ Equity: In organizations, equity is a combination of kindliness and

justice. Both equity and equality of treatment should be consideredwhen dealing with employees.

_ Stability of tenure of personnel: To attain the maximum productivity

of personnel, a stable work force is needed.

_ Initiative: Thinking out a plan and ensuring its success is an

extremely strong motivator. Zeal, energy, and initiative are desired atall levels of the organizational ladder.

_

Esprit de corps: Teamwork is fundamentally important to an organization.Work teams and extensive face-to-face verbal communicationencourages teamwork.

Mary Parker Follettstressed the importance of an organization establishing common goals for its

employees.


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Chester Barnard, introduced the idea of the informal organizationcliques (exclusive groups ofpeople) that naturally form within a company. Developed the acceptance theory of management, which

emphasizes the willingness of employees to acceptthat mangers have legitimate authority to act.

Behavioral Management Theory


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