mgt 180 chapter 3.1 intro

8/3/2019 MGT 180 Chapter 3.1 Intro

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MGT 180MGT 180CHAPTER 3.1CHAPTER 3.1

INTRODUCTION TOINTRODUCTION TO

MANAGEMENTMANAGEMENT

MOHD FAZLY BIN MOHD RAZALI

email: [email protected]

Room: WHITE HOUSE 09

Tel: 0194728934


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Organization & Business Management MGT180


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Effectiveness

Achieved when the organization pursues appropriate goals.This means doing the right things.

Efficiency

Achieved by using the fewest inputs (e.g., people and

money) to generate a given output.This means doing things right.

The end result of effective and efficient management is

organizational success.

Effectiveness versus EfficiencyEffectiveness versus Efficiency

Organization & Business Management MGT180


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Figure 1.Figure 1.11 1.2 The Management Process1.2 The Management Process

Organization & Business ManagementMGT180 6


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a)a) PlanningPlanning b)b) OrganizingOrganizing

y Planning

Setting goals and defining the actionsnecessary to achieve those goals.

y Organizing

The process of determining the tasks to bedone, who will do them, and how those tasks

will be managed and coordinated.

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c)c) LeadingLeading

y Leadership

The capacity to direct and motivate the members of work

groups toward the accomplishment of organizational goals.

y

Leadership Skills: Understanding individual/group behavior dynamics

Having the ability to motivate employees

Being an effective communicator

Being able to envision future and share that vision



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d)d) ControllingControlling

y Monitoring the performance of theorganization and its progress in

implementing strategic and operational

plans. Identifying deviations between planned and

actual results.

Taking corrective action Ensuring that the organization is moving

toward the achievement of its goals.



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Management TheoryManagement Theory

y It is critical for managers to be able to lead peoplethrough the fast pace of change.

Leadership is about coping with both

complexity and change. As change becomes more dynamic and rapid,

managers at all levels must done theirleadership skills.

Therefore, leaders are managers andmanagers are leaders.



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1.4 Type of Managers1.4 Type of Managers

Who is Managers?

y Managers are the people who plan, organize, lead,and control the activities of the organization so

that its goals can be achieved.



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Types of ManagersTypes of Managers

y Functional Manager

A manager who is responsible for managing a workunit that is grouped based on the function served.

y General Manager

A manager who is responsible for managing severaldifferent departments that are responsible fordifferent tasks.

y First-line manager

The manager who supervises the operationalemployees.



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Scope of Responsibility:Scope of Responsibility:

Functional and General ManagersFunctional and General Managers


Chief ExecutiveChief Executive

General Parts Inc.General Parts Inc.

Plant

Manager

Service

Manager

Account

Manager

Payroll

Manager

Afunctional managerisresponsible for a work group

segmented by function.

VP ofVP of

ProductionProduction

VP of

Finance

Ageneral managerisresponsible for several

functional work groups.


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Figure 1.Figure 1.33 Managerial LevelsManagerial Levels



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1.51.5 Management SkillsManagement Skills

` Technical Skills

The ability to utilize the knowledge of tools, techniques, andprocedures that are specific to a particular field.

`

Human Skills The ability to work effectively with ones own work group as

well as others within the organization.

` Conceptual Skills

The ability to process information about the internal/externalenvironment of the organization and determine its implications.



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Figure 1.Figure 1.44 Skills Needed at Different Levels of ManagementSkills Needed at Different Levels of Management



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Figure 1.Figure 1.22 Mintzbergs Managerial RolesMintzbergs Managerial Roles


1.6 Managerial Roles1.6 Managerial Roles


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Mintzbergs Managerial RolesMintzbergs Managerial Roles

y Interpersonal Roles

The managers responsibility for managingrelationships with organizational members

and other constituents:x Figurehead

x Leader

x Liaison



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Mintzbergs Managerial RolesMintzbergs Managerial Roles (contd)(contd)

y Informational Roles

The managers responsibility for gathering anddisseminating information to the stakeholders

of the organization:x Monitor

x Disseminator

x Spokesperson



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Mintzbergs Managerial RolesMintzbergs Managerial Roles (contd)(contd)

y Decisional Roles

The managers responsibility for processinginformation and reaching conclusions:

x Entrepreneur

x Disturbance handler

x Resource allocator

x Negotiator



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1.71.7 AA New Model of LeadershipNew Model of Leadership

y The 3Cs Model of Leadership



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The 3Cs Model of LeadershipThe 3Cs Model of Leadership

y Competence

Refers to having the requisite business acumen andskills to be effective as a leader.

y Character

Refers to the leadership values and behaviors thatelicit trust, commitment and followership.

y

Community Refers to the need to be aware of things beyond

oneself and even beyond ones team andorganization.



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The New Manager/Leader ProfileThe New Manager/Leader Profile

y Managers will no longer think of themselves as theboss, but will view themselves as sponsors, teamleaders, or internal consultants.

y Todays leaders can no longer wield control from thetop of the pyramid; nor can they control the actionfrom the sidelines.

y Leaders must empower individual employees to dowhatever is necessary to achieve goals and makesure that employees have the resources to get the

job done.



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1.81.8 Challenges of ManagementChallenges of Management

CompetenciesCompetencies of Tomorrows Managersof Tomorrows Managers

y The great communicator

y The individual coach

y The team player

y The technology master

y The problem solver

y The foreign ambassador

y The change agent

y The lifelong learnerOrganization & Business Management

MGT180

mgt 180 chapter 3.1 intro

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