Management

Management is the process of working with and through others to achieve organizational objectives efficiently and ethically.

What managers do:

Managers get things done through other people. They make decisions, allocate resources and direct the activities of others to attain goals.

What managers do:

Organization: Organization is a consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.

Management Functions:

Planning Organizing Leading Controlling

Management Functions:

Planning: A process that includes defining goals, establishing strategy and developing plans to co-ordinate activities.

Management Functions:

Organizing: Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

Management Functions:
Leading: A function that includes motivating employees, directing others, selecting the most effective communication channels and resolving conflicts.

Management Functions:

Controlling: Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.

Management Roles

Henry Mintzberg (late 1960s) concluded that managers perform 10 different, highly inter-related roles or sets of behaviours attributable to their jobs.

Management Roles

Interpersonal

Informational

Figurehead Leader Liaison Entrepreneur Disturbance Handler Resource Allocator Negotiator

Monitor Disseminator Spokesperson

Decisional

Management Roles
Inter-personal
Figurehead Symbolic head; required to perform a number of routine duties of a legal or social nature Leader Responsible for the motivation and direction of employee

Liaison

Maintains a network of outside contacts who provide favors and information.

Management Roles
Informational
Monitor
Receives wide variety of information; serves as nerve center of internal and external information of the organization information received from outsiders or from other employees to members of the organization Transmits information to outsiders on organization's plans, policies, actions, and results; serves as expert on organization's industry

Disseminator Transmits Spokes person

Management Roles
Decisional
Entrepreneur Searches organization and its environment Disturbance handler
for opportunities and initiates projects to bring about change Responsible for corrective action when organization faces important, unexpected disturbances

Resource allocator Negotiator

Makes or approves organizational decisions

significant
the

Responsible for representing organization at major negotiations

Management Skills
Robert Katz has identified essential management skills: three

Technical Human Conceptual

Management Skills

Technical: The ability to apply specialized knowledge or expertise. Human: 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.

Effective vs. Successful Managerial Activities

Fred Luthans and his associates studied more than 450 managers.

Effective: Defined in terms of the quantity and quality of their performance and the satisfaction and commitment. Successful: Defined in terms of speed of promotion within organization. the the

Effective vs. Successful Managerial Activities

Managerial Activities: Traditional Management: Decision Making, planning and controlling. Communication: Exchanging routine information and processing paperwork. HRM: Motivating, disciplining, managing conflict, staffing and training Networking: Socializing, politicking and interacting with outsiders.

Effective vs. Successful Managerial Activities

Traditional Mgmt Commn. HRM Networking

Average Successful

32 13

29 28

20 11

19 48

Effective

19

44

26

11

Organisational Behaviour
OB is a field of study that investigates the impact that impact that individuals, groups and structures have on behaviour within organisations for the purpose of applying such knowledge toward improving an organisations effectiveness.

Organisational Behaviour

OB is an interdisciplinary field dedicated to better understanding and managing people at work.

OB is a discipline that deals with the study and application of knowledge about how people as individuals and as groups act within organisations.

Organisational Behaviour

OB is concerned with the study of what people do in an organisation and how their behaviour affects the organisations performance.

Contributing Discipline to OB

Psychology: The science that seeks to measure, explain and sometimes change the behaviour of human beings.

Topics like: Learning, Personality, Emotions, Leadership, Attitudes etc.

Motivation, Perception,

Contributing Discipline to OB

Sociology: The study of people in relation to their fellow human beings.

Topics like: Group dynamics, work teams, power, conflict, intergroup behaviour etc.

Contributing Discipline to OB

Social Psychology: An area within psychology that blends concepts from Psychology and sociology and that focuses on the influence of people on one another.

Topics like: Attitude change, behavioural change etc.

Contributing Discipline to OB

Anthropology: The study of societies to learn about human beings and their activities.

Topics like: Cross cultural analysis, organisational culture etc.

Contributing Discipline to OB

Political Science: The study of the behaviour of individuals and groups within a political environment.

Topics like: Inter-organizational politics, power etc.