topic1_intro to mgt

7/21/2019 Topic1_intro to Mgt

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TOPIC 1

INTRODUCTION TO MANAGEMENT


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What is an Organization?A group of people working togetherin a

structured and coordinated fashion toachieve a set of goals.

A social unit in which two or more peopleinteract to achieve common goalor a set ofgoals.

Collection of people working togetherin adivision of labor to achieve a commonpurpose.

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How Do Managers Achieve

the Organizational Goals?! coordinating " co#bining various

resources.

$here are % various resources&'' hu#an

' (nancial

' ph!sical

' infor#ation

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How Do Managers Co#bine andCoordinate the )arious *inds of

+esources?$he following slide ,igure -.- illustrateshow #anagers co#bine and coordinatethe various /inds of resources&

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*a person in an organization who is responsible for the

work or performance of one or more persons


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,igure -.-& Manage#ent in

Organizations

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Measuring Managerial

0erfor#anceManager1s perfor#ance can be #easured b!

loo/ing at two criteria&

0erfor#ance e2cienc!0erfor#ance e3ectiveness

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43ectiveness vs.42cienc!43ectiveness

43ectiveness is achieved when the organizationpursues appropriate goals. $his #eans 5doingthe right thing.6

42cienc!

42cienc! is achieved b! using the fewest inputs7e.g.8 people and #one!9 to generate a givenoutput. $his #eans 5doing things right.6

$he end result of e3ective and e2cient#anage#ent is organizational success.

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0erfor#ance43ectiveness4.g&'

if the demand for market for cars is for

small, compact and economical cars,but the manager chooses to produceand manufacture big, luxury and

expensive cars, the manager isconsidered to be ineective

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0erfor#ance 42cienc!4.g&'

a company practicing multi tasking rather thansingle tasking a sta performing various jobs.

a Customer Service sta also being areceptionist of a company.

* functions can be performed at one time. !manager is using fe"est resources #only one sta$to do many job functions. %inancially save&&

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What :s Manage#ent?$he Classic De(nition&'

The art of getting things done through people.

(Mary Parker Follet)

A roader De(nition&'

The process of administering and coordinatingresources effectively, efficiently, and in an effort toachieve the goals of the organization.

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What :s Manage#ent?A set of activities

7including planningand decision #a/ing8organizing8 leading8and controlling9directed at anorganization1sresources 7hu#an8(nancial8 ph!sical8

and infor#ation98 withthe ai# of achievingorganizational goalsin an e2cient ande3ective #anner.

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$he ,our

,unctions of Manage#ent

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0lanning " DecisionMa/ing;


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Organizing;$he process of deter#ining the tas/s to be

done8 who will do the#8 and how those tas/swill be #anaged and coordinated.

; Deter#ining how best to group activities andresources.

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=eading$he capacit! to lead the #e#bers of wor/

groups toward the acco#plish#ent oforganizational goals.

:n>uencing the behaviors of others.Motivating #e#bers of the organization+euires a nu#ber of s/ill sets including&@nderstanding individualgroup behavior

d!na#ics$he abilit! to #otivate e#plo!eese e3ective co##unicatorsAble to envision future and share that vision

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ControllingMonitoring the perfor#ance of the

organization and the progress ini#ple#enting strategic and operationalplans.

:dentif!ing deviations between plannedand actual results.

$a/ing corrective action

4nsuring that the organization is #ovingtoward the achieve#ent of its goals.

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$he Manage#ent 0rocess:nvolves four basic activitiesfunctions.

=ogicall!8 the process #ust be in

seuence8 i.e. planning " decision #a/ing8followed b! organizing8 leading and (nall!controlling.

However8 practicall! #ost #anagers

involve in #ore than one activities at oneti#e.

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$he Manage#ent 0rocess

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O@$COM4 O, 4ACH

MABAG4+:A= ,@BC$:OB0=ABB:BG ' organization1s strateg!.

O+GAB::BG ' organization structure.

=4AD:BG ' high level of #otivation andco##it#ent fro#

organizational #e#bers.

COB$+O==:BG' an organization in which it is

possible to #easureperfor#ance accuratel! andregulate its e2cienc! ande3ectiveness.

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ManagersManagers are the people who plan8

organize8 lead8 and control the activities of

the organization so that its goals can beachieved.

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$!pes of Managers b!

=evels$op Managers


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=evels,irst'=ine Managers7=ower =evelManagers9; +esponsible for putting

into operation theplans of higher and#iddle #anage#ent

;


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$!pes of Managers b! Areas,unctional #anagers +esponsible for wor/ groups that are seg#ented

according to function or a single area of activit!. Managers who are responsible for #anaging a wor/

unit that is grouped based on the function served. i.e. (nance #anager8 #ar/eting #anager8 operations

#anager

General #anagers Managers who #anage several di3erent depart#ents

that are responsible for di3erent tas/s

+esponsible for #ore co#pleE units that include #an!functional areas of activit!

i.e. the #anager of a super#ar/et is responsible for#anaging all depart#ents within the store

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=evel and Area

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$!pe of Managers 7b! level "areas9

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!anager

"# their le$el"# responsibilities%

acti$ities

&irst line manager

!i''le manager

(op !anager

&)nctional manager

eneral manager


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asic Managerial +oles and


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A


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$he $hree :nterpersonal

+olesFigureheadDepart#ent headrepresentative

perfor#ing cere#onial dutiesi.e. greeting visitors88 signinglegal docu#ents8 cutting'ribbon

cere#on!

Leader +esponsible for hiringsta2ng8

training and #otivatingsubordinate

Liaison, Coordinator A person who perfor# and

interacts with other peopleoutside the organization

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$he $hree :nfor#ational

+olesMonitor


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$he ,our Decisional +oles Entrepreneur


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Managerial


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$echnical


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Conceptual


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Hu#an


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+elationship of Managerial


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-. 4cono#ic in>uences relate with #anage#ent ofresourcesinputs during scarcit!

. uences #anage#ent of diverse culturethat in>uence interpersonal relationship

I. 0olitical in>uences govern#ent regulations8rules and laws in>uencing an organization

%. $echnological in>uences advances inco##unication8 transportation8 infor#ation technolog!in>uencing the conduct of business

J. Global in>uences pressures to i#prove ualit!8productivit! and cost in order to co#plete globall!


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4volution of Manage#ent $hought&

!pproaches

-. Classical Approach

. ehavioral ApproachI. Contingenc! Approach


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$he Classical !pproach

$he Classical !pproach%

:deas of the earl! Kth centur! theorists and

#anagers$his perspective actuall! includes two

di3erent viewpoints& scienti(c #anage#ent and

ad#inistrative #anage#ent.

h l i l h


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$he Classical !pproach%Scienti&c Management

Concerned withi#proving theperfor#ance ofindividual wor/ers.

-.,rederic/ $a!lor

.=illian Gilbreth

I.,ran/ Gilbreth

$h Cl i l ! h


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Frederick '( $a)lordeveloped this s!ste#8which he believedwould lead to a #oree2cient and productive

wor/ force.$hree areas of focus

$as/ 0erfor#ance


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$as/ 0erfor#ance


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Motivation$a!lor believed #one! was the wa! to

#otivate wor/ers to their fullestcapabilities.

He advocated a piecewor/ s!ste# inwhich wor/er1s pa! was tied to theiroutput.

Wor/ers who #et a standard level ofproduction were paid a standard wage rate.

Wor/ers whose production eEceeded thestandard were paid at a higher rate for all oftheir production output.

$h Cl i l ! h


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Frank *ilbreth'


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Lillian *ilbreth'etter wor/ing conditionsas a wa! to i#provee2cienc! and productivit!.

',avored standard da!s of

wor/ing8 scheduled lunchbrea/8 rest ti#e for wor/ers.

'+e#oval of unsafe wor/ingconditions "child labor.

$h Cl i l ! h


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$he Classical !pproach%!dministrative Management

Ad#inistrative#anage#ent focuseson #anaging thetotal organization.+ntroduced b) Henr)

Fa)ol(

,a!ol1s #anagerial

functions of planning8leading8 organizing andcontrolling are routinel!used in #odernorganizations.


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$he ehavioral !pproach,ocuses on the i#portance of human behaviorin deter#iningshaping #anagerial st!le.

-.Mar! 0ar/er ,ollet

.4lton Ma!o

I.Douglas McGregor

%.Chester arnard

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$he ehavioral !pproachMar) -arker Follet'A /e! to e3ective #anage#ent was coordination

'Managers need to coordinate and har#onize group e3ort

rather than force and coerce people.'Managers should give a chance to e#plo!ees to #a/edecisions because the! are the closest to the situation e#plo!ees happ!.

Elton Ma)o'Made an eEperi#ent called 5Hawthorne 43ect6.

':ndividual1s perfor#ance will i#prove if attention was given tothe# 7because the! feel satis(ed and #otivated9.

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$he ehavioral !pproachDouglas Mc*regor'for#ulated $heor) . and $heor) / 0it is the assu#ptionsabout e#plo!ees1 behavior9

'heory (

Assu#es that e#plo!ees disli/e wor/8 lac/ a#bition8 avoidresponsibilit!8 and #ust be directed and coerced to perfor#.

Managers #ust use authoritarian st!le of #anage#ent.

'heory )

Assu#es that e#plo!ees li/e wor/8 see/ responsibilit!8 are

capable of #a/ing decisions8 and eEercise self'direction andself'control when co##itted to a goal.

Managers #ust use participative st!le of #anage#ent.

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$he Contingenc) !pproachalso /nown as situational approachit sa!s that organizations are di3erent8 face

di3erent situations 7contingencies9 andreuire di3erent wa!s of #anaging

$here is no one best wa) to #anage

organizations can var! b! size8 technolog!8

environ#ent uncertaint! and individualdi3erences

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