Management

An
Introduction

Management

Art of getting work done through

others by Mary Parker Follet.

Art
Separates labor and boss
Does not talk about functions of a
manager

Management

Management is a process consisting of

planning, organizing, actuating and
controlling, performed to determine and
accomplish the objectives by the use of
people and resources. - George R. Terry.

A process systematic way of doing things.

What Managers do? Four Activities.
Using people and resources both
Objectives

Management

Management is the process of designing and

maintaining an environment in which individuals,
working together in groups, efficiently accomplish
selected aims
Management refers to the tasks and activities involved
in directing an organization or one of its units:
planning, organizing, leading, and controlling.
The process of reaching organizational goals by
working with and through people and other
organizational resources.

Management: Science or
Art?

Acquisition of knowledge Vs Application

of Knowledge
Controllable Vs Non Controllable
Tendencies and probabilities Vs
Judgment and Intuitions

So, its not a case of Science or Art but of

understanding importance of both.

Definitions of Effectiveness and

Efficiency

Productivity implies effectiveness

and efficiency in individual and
organizational performance
Effectiveness is the achievement of
objectives
Efficiency is the achievement of the
ends with the least amount of
resources (time, money, etc.)

Management &
Administration
Administration

Board of
Directors
President
General Manager
Works Manager

Management

Foreman

Basis of difference

Management &
Administration
Administration

Management

It is concerned about the determination of

objectives and major policies of an organization.

It puts into action the policies and

plans laid down by the
administration.

It is a determinative function.

It is an executive function.

It takes major decisions of an enterprise as a

whole.

It takes decisions within the

framework set by the
administration.

It is a top-level activity.

It is a middle level activity.

It consists of owners who invest capital in and

receive profits from an enterprise.

It is a group of managerial
personnel who use their
specialized knowledge to fulfill the
objectives of an enterprise.

It is popular with government, military,

educational, and religious organizations.

It is used in business enterprises.

Its decisions are influenced by public opinion,

government policies, social, and religious factors.

Its decisions are influenced by the

values, opinions, and beliefs of the
managers.

Main functions

Planning and organizing functions are involved in

it.

Motivating and controlling

functions are involved in it.

Abilities

It needs administrative rather than technical

abilities.

It requires technical activities.

Nature of work

Type of function
Scope

Level of authority
Nature of status

Nature of usage
Decision making

What Do Managers Do?

Mintzbergs Management Roles

Approach

Interpersonal roles

Informational roles

Figurehead, leader, liaison

Monitor, disseminator, spokesperson

Decisional roles

Entrepreneur, disturbance handler, resource

allocator, negotiator

Mintzbergs Managerial
Roles

Mintzbergs Managerial Roles

(contd)

Mintzbergs Managerial Roles

(contd)

What Do Managers Do? (contd)

Skills Approach

Technical skills
Human skills
Conceptual skills

Management Skills
Technical skills

The ability to apply specialized

knowledge or expertise.

Human skills

The ability to work with,

understand, and motivate other
people, both individually and in
groups.
Conceptual Skills

The mental ability to analyze and

diagnose complex situations.

What Managers Do?

Functions Approach

Organizing

Leading

Planning

Controlling

Planning involves tasks

that must be performed to
attain organizational goals,
outlining how the tasks
must be performed, and
indicating when they
should be performed.

Planning
Determining organizational goals and
means to reach them
Managers plan for three reasons
1. Establish an overall direction for the
organizations future
2. Identify and commit resources to achieving
goals
3. Decide which tasks must be done to reach
those goals

Organizing means assigning the planned tasks to

various individuals or groups within the
organization and cresting a mechanism to put plans
into action.

Organizing

Process of deciding where decisions will be made, who

will perform what jobs and tasks, and who will report
to whom in the company
Includes creating departments and job descriptions

Leading (Influencing) means guiding the activities

of the organization members in appropriate
directions. Objective is to improve productivity.

Leading
Getting others to perform the
necessary tasks by motivating them to
achieve the organizations goals
Crucial element in all functions

1. Gather information that measures recent performance

2. Compare present performance to pre-established standards
3. Determine modifications to meet pre-established standards

Management Process and Goal

Attainment

Management and
Organizational Resources

Levels of Management

First-line Managers: have direct responsibility for

producing goods or services Foreman, supervisors,
clerical supervisors

Middle Managers:
Coordinate employee activities
Determine which goods or services to provide
Decide how to market goods or services to customers
Assistant Manager, Manager (Section Head)
Top Managers: provide the overall direction of an
organization Chief Executive Officer, President, Vice
President

Management Level and Skills

What Are
Managerial Competencies?

Competency a combination of knowledge,

skills, behaviors, and attitudes that contribute to
personal effectiveness
Managerial Competencies sets of knowledge,
skill, behaviors, and attitudes that a person
needs to be effective in a wide range of positions
and various types of organizations

Six Core Managerial Competencies:

What It Takes to Be a Great Manager
Communication Competency
Planning and Administration Competency
Teamwork Competency
Strategic Action Competency
Multicultural Competency
Self-Management Competency

Communication Competency
Ability to effectively transfer and exchange information
that leads to understanding between yourself and others
Informal Communication
Used to build social networks and good
interpersonal relations

Formal Communication
Used to announce major events/decisions/
activities and keep individuals up to date
Negotiation
Used to settle disputes, obtain resources,
and exercise influence

 Deciding what tasks need to be done, determining

how they can be done, allocating resources to enable
them to be done, and then monitoring progress to
ensure that they are done
Information gathering, analysis, and problem solving
from employees and customers
Planning and organizing projects with agreed
upon completion dates
Time management
Budgeting and financial management

 Accomplishing tasks through small groups of

people who are collectively responsible and
whose job requires coordination
Designing teams properly involves
people participate in setting goals

having

Creating a supportive team environment gets

people committed to the teams goals
Managing team dynamics involves settling
conflicts, sharing team success, and assign tasks
that use team members strengths

Strategic Action Competency

Understanding the overall mission and values of
the organization and ensuring that employees
actions match with them
Understanding how departments or divisions of
the organization are interrelated
Taking key strategic actions to position the firm
for success, especially in relation to concern of
stakeholders

Multicultural Competency
Understanding, appreciating and responding to
diverse political, cultural, and economic issues
across and within nations
Cultural knowledge and understanding of the
events in at least a few other cultures
Cultural openness and sensitivity to how others
think, act, and feel
Respectful of social etiquette variations
Accepting of language differences

Self-Management Competency
Developing yourself and taking responsibility
Integrity and ethical conduct
Balancing work and life issues
Self-awareness and personal development
activities

Status of Your Symbol Is A

Symbol Not A Status