Management

INTRODUCTION
Chapter
TO MANAGEMENT
1 AND
Presented by: Elbert M. Areja
ORGANIZATIONS
Masters in Management
February 22, 2012
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LEARNING OUTCOMES
THE OUTLINE OF THIS REPORT

1.1 Who Are Managers?

• Explain how managers differ from non-
managerial employees.
• Describe how to classify managers in
organizations.
1.2 What Is Management?
• Define management.
• Explain why efficiency and effectiveness are
important to management.
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LEARNING OUTCOMES
1.3 What Do Managers Do?
• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills
and how the importance of these skills changes
depending on managerial level.
• Discuss the changes that are impacting
manager’s jobs.
• Explain why customer service and innovation are
important to the manager’s job.

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LEARNING OUTCOMES
1.4 What Is An Organization?
• Explain the characteristics of an organization.
• Describe how today’s organizations are
structured.
1.5 Why Study Management?
• Discuss why it’s important to understand
management.
• Explain the universality of management concept.
• Describe the rewards and challenges of being a
manager.

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WHO ARE MANAGERS?
 Manager
 Someone who coordinates and oversees the
work of other people so that organizational
goals can be accomplished.

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CLASSIFYING MANAGERS
 First-line Managers
 Individuals who manage the work of non-managerial
employees.
 Middle Managers
 Individuals who manage the work of first-line
managers.
 Top Managers
 Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.

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MANAGERIAL LEVELS

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WOMEN IN MANAGERIAL POSITIONS AROUND
THE WORLD

Women in Women in Top

Management Manager’s Job

Australia 41.9 percent 3.0 percent

Canada 36.3 percent 4.2 percent
Germany 35.6 percent N/A
Japan 10.1 percent N/A
Philippines 57.8 percent N/A
United States 50.6 percent 2.6 percent

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WHAT IS MANAGEMENT?

 Management involves coordinating and

overseeing the work activities of others so
that their activities are completed
efficiently and effectively.

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MANAGEMENT: DEFINITION
 Acc to Harold Koontz: Management is the art
of getting things done through & with an formally
organized group
 Acc to Henry Fayol: To manage is to forecast
& plan, to organize, to compound, to co-ordinate
and to control
 PODSCORB:
-
Planning, Organizing, Directing, Staffing, Co
ntrolling, Co-ordinating, Reporting &
Budgeting
HENRY FAYOL (1841-1925)

 Was a french industrialist

 Given :
 Elements of Management-
Planning, Organizing, Commanding, Co-
ordination & Control
 Qualities of Manager:
Physical, Mental, Moral, General
Education, Special Knowledge & Experience
 Principles of Management
PRINCIPLES OF MANAGEMENT
 Division of work
 Authority & responsibilty
 Discipline
 Unity of command
 Unity of direction
 Subordinate of individual interest to group
interest
 Remuneration of personnel
 Centralization
 Scalar Chain
PRINCIPLES OF MANAGEMENT

 Order
 Equity

 Stability of tenure of personnel

 Initiative

 Espirit De Corps
FEATURES OF MANAGEMENT
 Art as well as Science
 Management is an activity
 Management is a continuous process
 Management achieving pre-determined
objectives
 Organized activities
 Management is a factor of production
 Management as a system
 Management is a discipline
FEATURES OF MANAGEMENT

 Management is a distinct entity

 Management aims at maximising profit

 Management is a purposeful activity

 Management is a profession

 Universal application

 Management is getting things done

 Management is needed at all levels

WHAT IS MANAGEMENT?
 Managerial Concerns
 Efficiency
 “Doing things right”
 Getting the most output
for the least inputs
 Effectiveness
 “Doing the right things”
 Attaining
organizational goals

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EFFECTIVENESS AND EFFICIENCY IN
MANAGEMENT

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WHAT MANAGERS DO?
 Three Approaches to Defining What
Managers Do.
 Functions they perform.
 Roles they play.

 Skills they need.

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WHAT MANAGERS DO?
 Functions Manager’s Perform
 Planning
 Defining goals, establishing strategies to achieve
goals, developing plans to integrate and coordinate
activities.
 Organizing
 Arrangingand structuring work to accomplish
organizational goals.
 Leading
 Working with and through people to accomplish goals.
 Controlling
 Monitoring, comparing, and correcting work.

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MANAGEMENT FUNCTIONS

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MANAGEMENT
FUNCTIONS

Management Functions:
planning, organizing,
leading, and controlling
 DISTRIBUTION OF TIME PER ACTIVITY BY
ORGANIZATIONAL LEVEL

Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll,

“The Job(s) of Management,” Industrial Relations 4, No.2 (1965), p.103.
WHAT MANAGERS DO?

 Roles Manager’s Play

 Roles are specific actions or behaviors
expected of a manager.
 Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of
information, and decision making.

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WHAT MANAGERS DO?
 Management Roles
(Mintzberg)
 Interpersonal roles
 Figurehead, leader, liaison
 Informational roles
 Monitor,
disseminator, spok
esperson
 Decisional roles
 Entrepreneur, disturbance
handler, resource
allocator, negotiator

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WHAT MANAGERS DO (MINTZBERG)

 Actions
 thoughtful thinking
 practical doing

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 Mintzberg’s Managerial Roles
 Interpersonal Roles
• Figurehead
• Leader
• Liaison
 Interpersonal Roles
• Monitor
• Disseminator
• Spokesperson
 Decisional Roles
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
Adapted from Mintzberg, Henry,
The Nature of Managerial Work,
1st Edition, © 1980, pp. 93–94..

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WHAT MANAGERS DO?

 Skills Managers Need

 Technical skills
 Knowledge and proficiency in a specific field
 Human skills
 The ability to work well with other people
 Conceptual skills
 The ability to think and conceptualize about abstract
and complex situations concerning the organization

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SKILLS NEEDED AT DIFFERENT
MANAGEMENT LEVELS

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 CONCEPTUAL SKILLS

• Ability to use information to solve business

problems
• Identification of opportunities for innovation
• Recognition of problem areas and
implementation of solutions
• Selection of critical information from masses of
data
• Understanding of business uses of technology
• Understanding of organization’s business model
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

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 COMMUNICATION SKILLS

• Ability to transform ideas into words and actions

• Credibility among colleagues, peers, and
subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic
formats

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

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 EFFECTIVENESS SKILLS
• Contributing to corporate mission/departmental
objectives
• Customer focus
• Multitasking: working at multiple tasks in parallel
• Negotiating skills
• Project management
• Reviewing operations and implementing
improvements
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

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 INTERPERSONAL SKILLS

• Coaching and mentoring skills

• Diversity skills: working with diverse people and
cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and commitment

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.amanet.org), October 30, 2002.

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MANAGEMENT SKILLS AND MANAGEMENT FUNCTION MATRIX

Exhibit 1.7
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HOW THE MANAGER’S JOB IS
CHANGING
 The Increasing Importance of Customers
 Customers: the reason that organizations
exist
 Managing customer relationships is the
responsibility of all managers and employees.
 Consistent high quality customer service is
essential for survival.
 Innovation
 Doing things differently, exploring new
territory, and taking risks
 Managers should encourage employees to be
aware of and act on opportunities for innovation.
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CHANGES
IMPACTING
THE MANAGER’S
JOB

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WHAT IS AN ORGANIZATION?

 An Organization Defined
A deliberate arrangement of people to
accomplish some specific purpose (that
individuals independently could not accomplish
alone).
 Common Characteristics of Organizations
 Have a distinct purpose (goal)
 Composed of people

 Have a deliberate structure

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CHARACTERISTICS OF ORGANIZATIONS
THE CHANGING ORGANIZATION

Exhibit 1.10
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WHY STUDY MANAGEMENT?
 The Value of Studying Management
 The universality of management
 Good management is needed in all organizations.
 The reality of work
 Employees either manage or are managed.
 Rewards and challenges of being a manager
 Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
 Successful managers receive significant monetary rewards
for their efforts.

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UNIVERSAL NEED FOR MANAGEMENT

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REWARDS AND CHALLENGES OF
BEING A MANAGER

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