Management

an overview
 core focus
• definition
• scientific management
• history of management
• essential managerial task
• level and skills of
managers
• challenges in
management work
• recent changes in
management practices
Basic concepts
• Managers are the executive function of the
organization, responsible for building and
coordinating an entire system to achieve a wide
variety of goals or desired future outcomes
rather than performing special tasks
• Management is the attainment of organizational
goals in an effective and efficient manner
through planning, organizing, leading, and
controlling organizational resources (personnel,
skill, know-how, materials, capital,, technology,
infor, equipment)
Manager goal: high performance
• Organizational performance: is a measure of
how efficiently and effectively managers use
available resources to satisfy customers and
achieve organizational goals.
• increases in direct proportion to increases in
efficiency and effectiveness
• Efficiency is a measure of how productively
resources are used to achieve a goal.
• effectiveness: is a measure of the
appropriateness of the goals that managers
have selected for the organization to pursue
and the degree to which the organization
achieves those goals
Manager goal: high performance
4 essential management functions
10 Management roles
Importance of managerial work
• managerial work is the lifeblood of most
organizations because it serves to set up and
motivate individuals to do amazing things.
• Managerial work is exciting, indispensible and
increasing demand for demand for capable,
energetic managers.
• Managerial work is necessarily fast-paced and
fragmented, where managers at all levels express
the opinion that they must process much more
information and make more decisions than they
could have ever possibly imagined..
levels of management
Type of Managers
• Top managers are responsible for developing
the organization’s strategy and being a
steward for its vision and mission.
• Functional managers (middle) are
responsible for the efficiency and
effectiveness of an area, such as accounting
or marketing.
• Supervisory or team managers/leader) are
responsible for coordinating a subgroup of a
particular function or a team composed of
members from different parts of the
organization
Type of managers

• A general manager (COO) is someone

who is responsible for managing a clearly
identifiable revenue-producing unit, such
as a store, business unit, or product line.
management level and managerial
function
Managerial skills
• conceptual skill: are demonstrated in the general
ability to analyze and diagnose a situation and to
distinguish between cause and effect.
• human skill (interpersonal): include the general
ability to understand, alter, lead, and control the
behavior of other individuals and groups
• technical skill: the job-specific skills required to
perform a particular type of work or occupation at
a high level (manufacturing, accounting,
marketing, and increasingly, IT skills).
What skills needed for manager/
management work
core competency

• core competency is often used to refer to

the specific set of departmental skills,
knowledge, and experience that allows
one organization to outperform its
competitors
Recent changes in management
practice
• Restructuring involves simplifying,
shrinking, or downsizing an organization’s
operations to lower operating costs
• Outsourcing involves contracting with
another company, usually in a low-cost
country abroad, to have it perform a work
activity the organization previously
performed itself, such as manufacturing,
marketing, or customer service.
Recent changes in management
practice
• Global organizations, organizations that
operate and compete in more than one
country, has pressured many organizations to
identify better ways to use their resources
and improve their performance
• The four building blocks of competitive
advantage are superior efficiency, quality,
innovation, and responsiveness to customers
• Managing a diverse workforce
• IT and ecommerce application
• Maintaining Ethical and Socially Responsible
Standards
The changing roles of management and
manager
The changing roles of management and
manager
• empowerment: is a management technique that
involves giving employees more authority and
responsibility over how they perform their work
activities
• self- managed team: A group of employees who
assume responsibility for organizing, controlling, and
supervising their own activities and monitoring the
quality of the goods and services they provide.
• turnaround management: The creation of a new
vision for a struggling company based on a new
approach to planning and organizing to make better
use of a company’s resources and allow it to survive
and prosper.
Certain constraints of being a manager

Being caught
The Headache of
in the
The increase challenge of responsibility
middle.
work load supervise for other
Dilemma/
former peers people
confusion
How to improve communication skill for
managers
How to improve communication skill for
managers

Embrace a
straight
talk
management history: quick glance

• https://www.youtube.com/watch?v=fF_YvY7jfi
E
• The systematic study of management began
in the closing decades of the 19th century
• Frederick W. Taylor (1856–1915) is best
known for defining the techniques of scientific
management, the systematic study of
relationships between people and tasks for
the purpose of redesigning the work process
to increase efficiency.
Management perspectives over time
Classical perspective

• emerged during the nineteenth and early

twentieth centuries
• three subfields: scientific management,
bureaucratic organizations, and
administrative principles
Scientific management

• Scientific management emphasizes

scientifically determined jobs and
management practices as the to improve
efficiency and labor productivity.
• Frederick Winslow Taylor (1856–1915),
the founder
Characteristic of scientific management
General Approach
• Developed standard method for performing each job.
• Selected workers with appropriate abilities for each job.
• Trained workers in standard methods.
• Supported workers by planning their work and eliminating interruptions.
• Provided wage incentives to workers for increased output.
Contributions
• Demonstrated the importance of compensation for performance.
• Initiated the careful study of tasks and jobs.
• Demonstrated the importance of personnel selection and training.
Criticisms
• Did not appreciate the social context of work and higher needs of workers.
• Did not acknowledge variance among individuals.
• Tended to regard workers as uninformed and ignored their ideas and
suggestions.
Ever lasting significances

• dramatically increased productivity across all

industries
• innovations that shaped modern
management puts scientific management at
the top of its list of 12 influential innovations.
• The ideas of creating a system for maximum
efficiency and organizing work for maximum
productivity are drastically embedded in
every single organization today
Limitations

• ignored the social context and workers’

needs.
• led to increased conflict and sometimes
violent clashes between managers and
employees.
• workers often felt exploited→ unable to
reach the harmony and cooperation
Bureaucratic organization

• Emphasized management on an
impersonal, rational basis through such
elements as clearly defined authority and
responsibility, formal record keeping and
separation of management and ownership.
• an organization based on rational authority
would be more efficient and adaptable to
change because continuity is related to
formal structure and positions rather than to a
particular person, who may leave or die.
• Positions are organized in a hierarchy, with
each position under the authority of a higher
one.
• The manager depends not on his or her
personality for successfully giving orders but
on the legal power invested in the managerial
position
Administrative principle

• Focuses on the total organization rather

than the individual worker, delineating the
management functions of planning,
organizing , commanding, coordinating,
and controlling.
Characteristic
• Unity of command. Each subordinate receives
orders from one—and only one—superior.
• Division of work. Managerial work and technical
work are amenable to specialization to produce
more and better work with the same amount of
effort.
• Unity of direction. Similar activities in an
organization should be grouped together under
one manager.
• Scalar chain. A chain of authority extends from the
top to the bottom of the organization and should
include every employee.
Thank you

• What have you learned about general

management?