Professional Documents
Culture Documents
1.1.
Management The organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of defined objectives. Manager A management representative who coordinates and oversees the work of other people in order to accomplish organizational goals. He works with and through other people and the ultimate objective is to make things happen, done by others. Levels of managers
Middle
Managers:
Individuals
who
Managerial concerns: Productivity, effectiveness & efficiency Another way to view the aim of all managers is to say that they must be productive. After World War II the United States was the world leader in productivity. But in the late 1960s productivity began to decelerate. Today government, private industry, and universities recognize the urgent need for productivity improvement.
Productivity implies effectiveness and efficiency in individual and organizational performance. Effectiveness is doing the right things: i.e. the achievement of objectives. Efficiency is doing things right i.e. the achievement of the ends with the least amount
of resources, getting most outputs for least inputs.
To know whether they are productive, managers must know their goals and those of the organization. 1.2. Functions of a manager Functions Planning Organizing Mode to perform Defining vision, mission, objectives & goals; establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Arranging and structuring work to accomplish organizational goals i.e. I. II. III. IV. V. Staffing Division of labor Delegation of authority Departmentalization Span of control Co-ordination structure. This is done by identifying workforce
Functions Leading
Mode to perform Working with and through people to accomplish goals. Leading is influencing people so that they will contribute to organization and group goals; it has to do predominantly with the interpersonal aspect of managing by I. II. III. IV. V. Motivation Communication Performance appraisal Discipline Conflict resolution
Controlling
1.3. Mintzbergs Managerial Roles Mintzberg has drawn up a multifaceted concept of managers work, identifying interpersonal, informational and decisional roles within the overall umbrella heading of the term manager. Note that all 10 roles set out by Mintzberg, involve dealing with other people, even those that are not designated as interpersonal roles. INTERPERSONAL Figurehead Performs ceremonial and symbolic duties such as greeting visitors, signing legal documents Direct and motivate subordinates, training, counseling, and communicating with subordinates
Leader
Liaison
INFORMATIONAL
Maintain information links both inside and outside organization; use mail, phone calls, meetings Seek and receive information, scan periodicals and reports, maintain personal contacts Forward information to other organization members; send memos and reports, make phone calls
Monitor Disseminator
Initiate improvement projects, identify new ideas, delegate idea responsibility to others Take corrective action during disputes or crises; resolve conflicts among subordinates; adapt to environmental crises Decide who gets resources, scheduling, budgeting, setting priorities Represent department during negotiation of union contracts, sales, purchases, budgets; represent departmental interests
Human skill is the ability to work with people; it is cooperative effort; it is teamwork; it is
the creation of an environment in which people feel secure and free to express their opinions.
Conceptual skill is the ability to see the "big picture," to recognize significant elements in
a situation, and to understand the relationships among the elements.
Design skill is the ability to solve problems in ways that will benefit the enterprise. To be
effective, particularly at upper organizational levels, managers must be able to do more than see a problem. If managers merely see the problem and become "problem watchers," they will fail. They must have, in addition, the skill of a good design engineer in working out a practical solution to a problem.
1.7. Universal Need for Management Good management is needed in all organizations. Employees either manage or are managed.