CHAPTER ONE INTRODUCTION TO MANAGEMENT

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Definitions of Management

the art of getting things done with and through people. Mary Parker Follett (1919) Management = Manage + Men + T (tactfully)

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Manage = getting things done (achieve certain objective)

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What is Management?
A set of activities (planning and decision making, organizing, leading, and controlling) directed at an organizations resources (human, financial, physical, and information) with the aim of achieving organizational goals in an efficient and effective manner.
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EFFICIENTLY
Using resources wisely and in a cost-effective way
And

EFFECTIVELY
Making the right decisions and successfully implementing them
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Functions of Managem
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Process or Functions of Management

Planning

i.

ii.

iii.

A Modern Approach
iv.

Setting standard s Measurin g current situation Evaluatin g deviation s Taking 5/29/12 correctiv

i. ii. iii. iv.

Organizing Leading Motivating communicat ing

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Planning- Deciding

in advance Deciding what:

Activities to be carried out Allocation of resources Effectively and efficiently achieving organizational goals

Deciding why:

Planning is deciding in advance, the allocation of resources and activities to be carried out, in order to 5/29/12 Principles of 77 effectively and efficiently achieve the

Organizing

Structure of authorities and responsibilities Process of allocation of resources and division of work.
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Staffing Human
Resource Function

Recruitment: Encouraging people to apply Selection: Finding the right person for the job Training: Teaching the employees certain skill Development: Progress/advancement of career
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Motivation: Encouraging 99 the Principles of

Leading

Art of performing leadership is leading. Leadership is the ability to persuade others to seek defined objectives enthusiastically. - Keith Davis (1967) Leading involves supervising, directing, influencing, motivating, coordinating etc.
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This function helps to minimize

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Controlling

It is monitoring progress at work. The process of controlling involves:

Setting work standards Measuring the current performance

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Types Of Managers
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A. Based on Nature of Work

1. Functionalis t 2.

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Functionalist Manager:

Managers that head a certain function / department in an organization Example: Production Manager, Marketing Manager, Human Resource Manager etc. These managers are usually specialists in a certain function.
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Generalists:

Managers that command a certain unit. These managers command overall responsibility. Example: General Manager, Geographic Managers, etc.

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B. Based on Levels of Management

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1. Top Level Managers 2. Middle Level Managers 3. Low Level Managers

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Characterist Top Level Middle Level ics

Also known as 1 2 3 Focus on Planning Focus on Control Time Frame Strategic level Heavy Moderate More than 1 year Very broad Business Level Moderate Heavy Up to 1 year

Low Level
Operational Level Minimum Heavy Day to day

4 5

Scope of Activity Nature of Activity Level of complexity Result of

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Functional level

Sub Function

Unstructured Moderately Structured Very Structured

Very Complex Moderately Complex

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Straight Forward End Product

Plans,

Implementation

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C. Based on Authority

1. Line

Managers 2. Staff Managers

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Line Managers

They are directly in chain of command. They have responsibilities for principle activities of an organization. They are responsible for achievement of organizational goals. They have the major authorities of 5/29/12 Principles of 1919 an organization.

Staff Managers

They do not have much direct authority. These managers are hired for certain expertise.

Provide expertise in certain specialized field They assist managers.

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and

support
2020

line

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Managerial Roles and Skills

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Managerial Skills

Technical Skills: Job specific knowledge. Example operational skills, accounting skills, skill to use certain tools etc. Human Skills: Ability to understand, lead, communicate, coordinate, control etc. Conceptual Skills: Ability to visualize organization as a 5/29/12 Principles of 2222 whole. High level conceptual skill

Skills Needed by Three levels of Management

Conceptual Human Technica l

Top

Middle Low
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SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS

Binish awais

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Managerial Roles

Interpersonal Roles Informational Roles Decisional Roles

Henry Mintzbergs 10 Management Ro

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Managerial Roles

Interpersonal
Figurehead Leader Liaison

Informational
Monitor Disseminator Spokesperson

Decisional
Entrepreneur Disturbance Handler Resource Allocator Negotiator

H. Mintzberg, The Managers Job: Folklore and Fact:. Harvard Business Review, July-August 1975.

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Managerial Roles
Interpersonal Roles

Figurehead Leader Liaison Managers perform ceremonial duties Managers motivate and encourage workers to accomplish objectives
Principles of Managers 2727 deal with people

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Managerial Roles
Informational Roles

Monitor Disseminator Spokesperson

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Managers scan their environment for information Managers share information with others in their company Managers share information with others outside their Principles of departments or companies 2828

Managerial Roles
Decisional Roles

Entrepreneur Disturbance Handler Resource Allocator Negotiator

Managers adapt to incremental change Managers respond to problems that demand immediate action Managers decide who gets what resources Managers negotiate schedules, projects, goals, outcomes, Principles of 2929 resources,

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Assignment

Becoming a manager: role of education, experience, and situation 5/29/12 Principles of 3030

Ten Major Challenges for Managers towards Moving away from Moving
1. Administrative role Boss/Supervisor/leader 2. Cultural Orientation Team player/coach Monoculture/Monolingual Multicultural/multilingual Forethought

3. Quality/Ethics/ Afterthought environmental impact 4. Power bases Formal authority; rewards, and punishments Individuals Competition; Win-lose Periodic Threats to be avoided
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Knowledge; relationships; rewards Team Competition; win-win Continuous Opportunities for learning and continuous 3131 improvement

5. Primary organizational units 6. Interpersonal dealings 7. Learning 8. Problems

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