Organization

• We are members of one organization or other, for major part of

our life.
• Organizations may be formally structured ( Army and large
corporations) or casually structured ( neighborhood cricket team)
• All organizations are put together and kept together by a group
of people working together towards some common goal.

• Organization
• Two or more people who work together in a structured way to
achieve a specific goal or set of goals.
• Goal
• The purpose that an organization strives to achieve. (Goals are
fundamental elements of organizations)
• Plan
• The program or method for achieving the goals of organization.
•All organizations need resources to achieve their goals, may depend on
other organizations for resources they need.
 Managing Organizations
• Management
– Practice of consciously and continually shaping
organization.
– The process of planning, organizing, leading and
controlling the work of organization members and
of using all available organizational resources to
reach stated organizational goals.
• Manager
– People responsible for directing the efforts aimed
at helping organizations achieve their goals.
Why study Organization and Management-3 Reasons

• Living in the present:- Organizations contribute to

the present standards of living of people.
• Building the future:- Organizations build toward a
desirable future.
• Remembering the past:- Organizations help
people to connect to their past. The work we do with
others adds to the history of organization and to our
own history.
Management as a speciality in Time and Human
Relationships
• Management is a specialty in dealing with time and human
relationships.
• Time in organizations has several elements:
– Management is an attempt to create/build a desirable future, keeping
the past and present in mind.
– Management is practiced in and is a reflection of a particular historical
era.
– Management is a practice that produces consequences and effects
that emerge over time
Management as a specialty in Time and Human
Relationships
• Management is a specialty in dealing with time and human
relationships.
• Importance of human relationships also involves several
ideas:
– Managers act in relationship that are two-way streets; each party is
influenced by other.
– Managers act in relationships that have spillover effects for other
people, for better and for worse.
– Managers juggle multiple simultaneous relationships.
 Managerial and Organizational Performance

• Managerial Performance: The measure of how efficient and effective a

manager is---how well he or she determines and achieves appropriate
objcetives.

• Organizational Performance: The measure of how efficient and effective

an organization is---how well it achieves appropriate objectives.
 Efficiency and Effectiveness

• Efficiency: The ability to minimize the use of resources in organizational

objectives---doing things right

• Effectiveness: The ability to determine appropriate objectives---doing the

right thing.
• Involves choosing right goals
 The Management Process

• Process: A Systematic method of handling activities.

• Management is referred as a process to emphasize that all managers
engage in certain interrelated activities in order to achieve their
desired goals, irrespective of their particular aptitudes and skills.
• Management process includes:
• Planning
• Organizing
• Leading
• Controlling
 The Management Process

• Planning
• The process of establishing goals and a suitable course of action for
achieving those goals.
• Managers think through their goals and action, actions are based on
some method, plan or logic
• Plan gives the organization its objectives and set up the best
procedures for reaching them.
• Planning helps organization to reach its objectives.
• Selection of goals
• Establishing goals for organization’s subunits-divisions, dept. etc
• Establishing programs for achievement of goals in systematic
manner.
 The Management Process

• Organizing
• The process of engaging two or more people in working together in a
structured way to achieve a specific goal or set of goals.
• Process of arranging and allocating work, authority and resources.
• Managers match an organization’s structure to its goals and
resources, called as organizational development.
• Seeking new people to join structure of relationships---staffing.
 The Management Process

• Leading
• The process of directing and influencing the task-related activities of
group members or entire organization.
• Involves directing, influencing and motivating employees to perform
essential tasks.
• Establishing proper atmosphere by managers to help their employees
to do their best.
 The Management Process

• Controlling
• The process of ensuring that actual activities conform to planned
activities.
• Involves four main elements
• Establishing standards of performance
• Measuring current performance
• Comparing this performance to the established standards
• Taking corrective action if deviations are detected
 Managerial Roles-by Henry Mintzberg

• In our day to life, with family, friends, classmates and co-workers,

sometimes
• We Lead
• We act as go-between or liasion
• Other look us as a symbol of some worthwhile trait such as honesty
or willingness to work hard.
• We monitor the relationships
• We share information with partners
• Act as spokesperson
• Take initiative
• Handle disagreements
• Allocate resources
• Negotiate
 Managerial Roles-by Henry Mintzberg

• Mintzberg has referred to

• the first three (Lead, Liasion and Symbol) as Interpersonal Roles of
manager.
• The next three (Monitor, Share Information and Spokesperson) as
Informational Roles of manager.
• The final four (Initiative, Handle disagreements, Allocate Resources
and Negotiate) as Decisional Roles of the manger.
 Types of Managers

• Manager—anyone who is responsible to carry out four main activities of

management in relationships over time.
• Managers can practice at different levels in the organization and with
different ranges of organizational activities.
• Management Levels
• First Line Managers—who are responsible for the work of operating
employees only and do not supervise other managers . They are first
or lowest level of managers in organization’s hierarchy.
• Middle Managers—managers in the mid range of organizational
hierarchy, responsible for other managers and sometimes for some
operating employees. They also report to more senior managers
• Top Managers—who are responsible for the overall management of
the organization; they establish operating policies.
 Functional and General Managers

• Classification of manager depends on scope of activities they manage.

• Organizations are often described as set of functions
• Functions—A Function is a classification referring to a group of similar
activities in an organization such as marketing and sales
• Functional Manager—is a manger responsible for just one organizational
activity (only one functional area), such as finance , production or
marketing.
• General Managers—the individual responsible for all functional activities,
such as production, sales, marketing and finance, for an organization such
as a company or a subsidiary.
 Management Levels and Skills

• Henry Fayol, a famous management theorist, identified three basic kinds

of skills
• Technical Skills—the ability to use the procedures, techniques and
knowledge of a specified field. Ex. Surgeons, Engineers, musicians etc
• Human Skills—the ability to work with, understand, and motivate
other people as individuals or in groups
• Conceptual Skills—the ability to coordinate and integrate all of an
organization’s interests and activities. Involves seeing organization as
a whole, understanding how its parts depend on one another, and
anticipating how a change in any of its parts will affect the whole.

• Every manager needs all three.