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INTRODUCTION
CHAPTER 1 TO MANAGEMENT
Lecture by :
CHAPTER OUTCOMES
i. Explain the key concepts of management and its importance. ii.Discuss the skills in management and its roles in each level of management. iii.Describe the development of
CHAPTER OUTLINE
1.1 Definition of organization and management 1.2 Measuring managerial performance 1.3 Management process functions and activities 1.4 Managerial levels, skills and roles 1.5 Evolution of management
qThe process of administering and coordinating resources effectively and efficiently in an effort to achieve the goals of the organization (Goodman & Fandt) qProcess of achieving organizational goals by engaging in the 4 major functions of planning, organizing, leading and controlling (Bartol and Martin)
Definition of MANAGEMENT
Definition of MANAGEMENT
qManagement is a process of planning, organizing, leading and controlling by refers to the practices and policies you need to carry out the people or personnel aspects of your management job. Its include :
q
i. Conducting job analysis ii.Training and developing iii.Planning labor needs iv.Selecting job candidates v.Orienting and training new employees vi.Communicating (interview, counseling, disciplining etc.) vii.Appraising performance viii.Managing wages and salaries
The IMPORTANCE.
v Equip personnel with effort management theories and practices. v Better and effective manager - solve problems, making good decision and effective utilization of organization resources. v To understand many events, challenges and skills. v Help organization achieve higher level of performance : utilization of its human and material resources.
1.2
High
Goal Attainment
C O N T R O L L IN G
L E A D IN G
REMEMBER!!!
POLC
PLANNING
qEstablishing goals and standards qDeveloping rules and procedures qDeveloping plan and forecasting qPredicting or projecting some future occurrence
ORGANIZING
qGiving subordinate specific task qEstablishing departments qDelegating authority to subordinates qEstablishing channels of authority an communication qCoordinating the work subordinates
CONTROLLING
qSetting standards such as sales, quotas, quality standards and production level qChecking to see how actual performance compares with these standards qTaking corrective action as needed
MANAGERIAL SCOPE
EXAMPLES
Head Department , Head of Division , Operation Manager , Factory Manager Technical Supervisor , Moderator , Clerical Supervisor
LEVELS of Management
TOP LEVEL MANAGER
Established organizational goals and operating policies Decide how departments should interact and monitor the performance of middle management Good decision maker in uncertain situation
MIDDLE MANAGER
Supervised first line managers Responsible for finding the best way to use the resources to achieve organization goals
LEVELS of Management
(Examples with Organizational Chart)
1.4.2
Basic managerial
SKILLS/EXPERTISE
HUMAN
qAbility to work effectively with each others . qImportant to middle management . qInvolves motivating & disciplining subordinates , monitoring performance , providing feedback and improving communication .
TECHNICAL
qRefer to the knowledge and use of tools , techniques and procedures that specific to particular field . qImportant to first - line management . qE . g . Skills learned by Surgeon , Musicians , Accountants & Engineers qMental ability to analyze and diagnose complex situation . qInvolve planning , scheduling and related tasks . qLead to a good decision making . qImportant to top management .
CONCEPTUAL
POLITICAL
qAbility to enhance position , build power base and establish right connections . qGood political skills lead to better in getting resources to
TECHNICAL
1 st Line
Middle
Top
1.4.3
Managerial ROLES
(Mintzberg)
Interperso nal
Figurehead Leader Liaison
Informatio nal
Monitor Disseminator Spokesperson
Decisional
Entrepreneur Disturbance handler Resource allocator
Source: The Nature of Managerial Work (paperback) by H. Mintzberg. Table 2, pp. 9293. Reprinted by permission of Pearson Education Inc., Upper Saddle River, NJ.
Managerial ROLES
(Mintzberg)
qInterpersonal
1Figurehead
Perform symbolic duties or legal or social nature
2Leader
Builds relationships with subordinates and communicate with , motivates and coaches them
iii ) Liaison
Maintains networks of contacts outside work unit who provide help and information .
Managerial ROLES
(Mintzberg)
qInformational
1Monitor
Seeks internal and external information about issues that can effect organization .
2Disseminator
Transmit information either internal or external
iii ) Spokesperson
Transmit information about organization to outsider .
Managerial ROLES
qDecisional
(Mintzberg)
1Entrepreneur
Initiator , designer and encourage change and innovation
2 Disturbance handler
Takes corrective action when organization faces important unexpected difficulties .
iv ) Negotiator
Representing organization at major
1.5
MANAGEMENT APPROACHES
1. Classical approach a ) Scientific management b ) Administrative management c ) Bureaucratic organization Behavioral perspective a ) Mary Parker Follett b ) Elton Mayo c ) Douglas McGregor Modern approaches a ) System approach b ) Contingency approach
2.
3.
The term used to describe the hypotheses of the scientific management theorists and the general administrative theorists.
i) Fredrick W. Taylor
The Principles of Scientific Management (1911)
a) Scientific Management
a)
Advocated the use of the scientific method to define the one best way for a job to be done
Believed that increased efficiency could be achieved by selecting the right people for the job and training them to do it precisely in the one best way. To motivate workers, he favored incentive wage plans.
Selection of workers .
3 . Training of workers . 4.
Workers with the appropriate abilities should be selected for each job . Workers should be trained in the standard methods . Workers should be supported by having their work planned for them.
Support of workers .
Scientific Management
ii)
b) Bureaucratic Management
Bureaucracy: Ideal type of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.
Max Weber (1864-1920), a German social historian, is most closely associated with bureaucratic management.
Bureaucratic Management
1 . Division of Labor 2 . Authority Hierarchy 3 . Formal Selection 4 . Formal Rules and Regulations 5 . Impersonality 6 . Career Orientation
c) General Administrative
Developed general theories of what managers do and what constitutes good management practice
Fourteen Principles of Management: Fundamental 1 . Division of Work or universal principles of 7 . Remuneration management practice 2 . Authority 8 . Centralization 3 . Discipline 9. Scalar Chain 4 . Unity of Command 10 . Order 5. Unity of 11 . Equity Direction 12 . Stability of Tenure 6. Subordination of of Personnel Individual 13 . Initiative Interests to the 14 . Esprit de Corps General Interest
a)
Elton Mayo
Changed the prevalent view of the time that people were no different than machines.
Y)
Employees dislike work Employees enjoy work and will avoid it if at all and will actively seek Employees must be Employees are selfpossible. it. directed, coerced. motivated and selfControlled, or directed toward Employee view of Employees to getto avoid Employees seek threatened wish them to achieving direction responsibility; they responsibility; they put forth adequate organizational goals. prefer to be directed and wish to use their effort. Management Authoritarian style of told what to do and how Participatory style of creativity, imagination style management. management. in to do it. and ingenuity performing their jobs.
Defines a system as a set of interrelated and interdependent parts arranged in a manner that produces a unified whole.
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