Professional Documents
Culture Documents
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What is management?
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What is management?
“To manage is to forecast and plan, to organize, to
command, to co-ordinate and to control”…. Henry
Fayol (1916)
Money
Machinery
Manpower
Materials
Morale
Method
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Management success
The most effective manager is the one who is
concerned with both people and production.
Effective management should be measured by:
What he/she achieves not what is done!
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Management success
Efficiency
versus
Effectiveness
management:
Source: Van Fleet, David D., Contemporary Management, Second 11
Edition. Copyright © 1991 by Houghton Mifflin Company. Used with
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permissions.
Basic Purpose of Management
EFFICIENCY
“doing things right”
EFFECTIVENESS
‘doing the right things’
Making the right decisions and
successfully implementing them
A manager who selects an appropriate goals
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What is a Manager?
Someone whose primary responsibility is to
carry out the management process.
Someone who plans and makes decisions,
organizes, leads, and controls
human, financial, physical,
and information resources.
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Kinds of Managers by Level and Area
Levels of Management
Top managers
Middle managers
First-line managers
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Areas of Management A
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Kinds of Managers by Level
Top Managers
The relatively small group of executives who manage the
organization’s overall goals, strategy, and operating
policies.
Middle Managers
Largest group of managers in organizations who are
primarily responsible for implementing the policies and
plans of top managers. They supervise and coordinate the
activities of lower-level managers.
First-Line Managers
Managers who supervise and coordinate the activities of
operating employees.
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Kinds of Managers by Area
Marketing Managers
Work in areas related to getting consumers and clients to
buy the organization’s products or services.
Financial Managers
Deal primarily with an organization’s financial resources.
Operations Managers
Concerned with creating and managing the systems that
create organization’s products and services.
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Kinds of Managers by Area (cont’d)
Human Resource Managers
Involved in human resource planning, recruiting and
selection, training and development, designing
compensation and benefit systems, formulating
performance appraisal systems.
Administrative Managers
Generalists who are familiar with all functional areas of
management and who are not associated with any particular
management specialty.
Other Kinds of Managers
Specialized managerial positions directly related to the
needs of the organization
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Management in Organizations
Planning
and decision Organizing
making
Inputs from the environment
• Human resources Goals attained
• Financial resources • Efficiently
• Physical resources • Effectively
• Information resources
Controlling Leading
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The Management Process
Process to emphasize that all managers regardless of their
particular aptitudes or skills, engage in certain interrelated
activities in order to achieve their desired goals.
Planning and
Decision Making Organizing
Determining how
Setting the organiza-
best to group
tion’s goals and
activities and
deciding how best
resources
to achieve them
Controlling Leading
Monitoring Motivating members
and correcting of the organization
ongoing activities to work in the best
to facilitate goal interests of the
attainment organization
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The Management Process (cont’d)
Planning and Decision Making
Setting an organization’s goals and selecting a course of
action from a set of alternatives to achieve them.
Organizing
Determining how activities and resources are grouped.
Leading
The set of processes used to get organizational members to
work together to advance the interests of the organization.
Controlling
Monitoring organizational progress towards goals.
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What is an organization?
“ …. is a social unit in which two or more
people interact to achieve a common goal or
set of goals” --- Stoner
“…. is a collection of people working together
in a division of labor to achieve a common
purpose” --- Schermerhorn
“ …. is the structure of relationships that exists
when two or more people mutually cooperate
to pursue common objectives” --- Holt
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Common characteristics of organization
Each organization has a distinct purpose.
Each is composed of people.
All organizations develop a systematic
structure that defines and limits the behavior
of its members, including:
Creating rules and regulations.
Identifying some members as managers and give
the authority over other members.
Writing job descriptions so that members know
what they are supposed to do.
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Why do we need organization?
To accomplish objectives
Examples? Private/public/non-profit organization.
To preserve knowledge
Examples? Educational organizations, museum,
archive, etc.
To serve society
Examples? Private/public/non-profit organization.
To provide careers/employment
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Types of organization
Formal Organization
Consists of two or more people who are
involved in a mutual effort with formal
authority to achieve common
goals/objectives; or
Is the system of jobs, authority
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Managerial skills
Technical
Skills necessary to accomplish or understand the specific
kind of work being done in an organization.
Interpersonal or Human
The ability to communicate with, understand, and motivate
both individuals and groups.
Conceptual
The manager’s ability to think in the abstract.
Diagnostic
The manager’s ability to visualize the most appropriate
response to a situation.
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Managerial skills
Communication
The manager’s abilities both to convey ideas and
information effectively to others and to receive ideas and
information effectively from others.
Decision-Making
The manager’s ability to recognize and define problems
and opportunities correctly and then to select an
appropriate course of action to solve the problems and
capitalize on opportunities.
Time-Management
The manager’s ability to prioritize work, to work
efficiently, and to delegate appropriately.
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Management Skill Mixes at Different
Organizational Levels
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Management: Science or Art?
The Science of Management
Assumes that problems can be approached using rational,
logical, objective, and systematic ways.
Requires technical, diagnostic, and decision-making skills
and techniques to solve problems.
The Art of Management
Decisions are made and problems solved using a blend of
intuition, experience, instinct, and personal insights.
Requires conceptual, communication, interpersonal, and
time-management skills to accomplish the tasks associated
with managerial activities.
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Managerial Roles (Mintzberg)
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Managerial Roles (Mintzberg)
a) Interpersonal Role
1) Figurehead
Symbolic head; obliged to perform a number of routine
duties of a legal or social nature such as greeting visitors,
signing legal documents, etc.
2) Leader
Responsible for the motivation and activation of
subordinates
Responsible for staffing, training and associated duties
Performing virtually all activities that involve
subordinates.
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Managerial Roles (Mintzberg)
Interpersonal Role (contd.)
3) Liaison
Maintains self-developed network of outside
contacts and informers who provide favors and
information.
Acknowledge mail; doing external board work
and performing other duties that involve
outsiders.
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Managerial Roles (Mintzberg)
b) Informational Role
4) Monitor
Seeks and received wide variety of special
information (much of it current) to develop
through understanding of organization and
environment
Emerges as nerve centre of internal and external
information about the organization.
Activities: reading periodicals and reports;
maintaining personal contacts.
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Managerial Roles (Mintzberg)
Informational Role (contd.)
5) Disseminator
Transmits information received from other subordinates
to members of organization.
Activities; holding informative meetings; making phone
calls to relay information.
6) Spokersperson
Transmits information to outsiders on organization’s
plans, policies, actions, results, etc.
Serves as expert on organization’s industry.
Activities; holding board meeting; giving information to
the media, etc.
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Managerial Roles (Mintzberg)
c) Decisional Role
7) Entrepreneur
Searches organization and its environment for
opportunities and initiates ‘improvement projects’ to
bring about change.
Activities; organizing strategy and review sessions to
develop new programs.
8) Disturbance Handler
Responsible for corrective action when organization
faces important, unexpected disturbances.
Organizing strategy and review sessions that involve
disturbances and crisis.
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Managerial Roles (Mintzberg)
Decisional Role (contd.)
9) Resource Allocator
Responsible for the allocation of organizational resources
of all kinds – in effect, the making or approval of all
significant organizational decisions.
Activities; requesting authorization; performing any
activity that involves budgeting and programming of
subordinates work.
10) Negotiator
Responsible for representing the organization at major
negotiations
Activities; participating in union contract negotiations.
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Fayol’s 14 Principles of Management
1. Division of work
Specialization of tasks (necessary for greater
efficiency and productivity)
2. Authority
The right to give orders and responsibility
3. Discipline
Outward marks of respect in accordance with
formal or informal agreements between firms
and its employees.
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Fayol’s 14 Principles of Management
4) Unity of command
Employees should receive orders from only one superior.
5) Unity of direction
One head and one plan for a group of activities with the
same objective (entire organization should be moving
toward a common objective, in a common direction).
6) Subordination
The interest of one individual or one group should not
prevail over the general good. This is difficult area of
management; i.e. the interest of one person should not
take priority over the interest over the interests of the
organization as a whole.
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Fayol’s 14 Principles of Management
7. Remuneration
Pay should be fair to both the employee and the
employer.
8. Centralization/Decentralization
The extent to which authority is concentrated or
dispersed.
9. Scalar Chain
The line of authority from the top to the bottom of the
organization (hierarchy).
10. Order
The arrangement of things and people (the right man at
the right place).
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Fayol’s 14 Principles of Management
11. Equity
Combination of kindness and justice towards employees.
12. Stability Tenure
Employees need to be given time to settle into their jobs,
even though this may be a lengthy period in case of
managers.
13. Initiative
All staff are encouraged to show their initiative.
14. Esprit de corps
Team spirit and morale built by the management
(harmony is a great strength to the organization).
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