RAYA ANWARI

THE CHALLENGE OF
MANAGEMENT
MANAGEMENT: AN OVERVIEW
Organization: Two or more persons engaged in a systematic effort to produce goods or
services.
a. What Is Management?

Management is the process of achieving organizational goals by engaging in the four
major functions of planning, organizing, leading, and controlling.
Planning is the process of setting goals and deciding how best to achieve them.
Organizing is the process of allocating and arranging human and nonhuman resources
so that plans can be carried out successfully.
Leading is the process of influencing others to engage in the work behaviors necessary to
reach organizational goals.
Controlling is the process of regulating organizational activities so that actual
performance conforms to expected organizational standards and goals.

b. The Management Process.
WHAT MANAGERS ACTUALLY DO
Non-for-profit organization: An organization whose main
purposes center on issues other than making profits.
a) Work Methods.
Unrelenting Pace: The managers in Mintzbergs study began working the
moment they arrived at the office in the morning and kept working until
they left at night.
Brevity, Variety, and Fragmentation: Mintzberg found the managers
handled a wide variety of issues throughout the day, ranging from
awarding a retirement plaque to discussing the bidding on a multi-million-
dollar contract.
Verbal Contacts and Networks: The managers in Mintzbergs study showed
a strong preference for verbal communications, through either phone
conversations or meetings, rather than written communication, such as
memos and formal reports. Network: A set cooperative relationships with
individuals whose help is needed in order for a manager to function
effective
b) Managerial Roles.
Role is an organized set of behaviors associated with a particular office or
position.
WHAT MANAGERS ACTUALLY DO
c) Managerial Work Agendas.
Work Agenda is a loosely connected set tentative goals
and tasks that a manager is attempting to accomplish.
Factors influencing work agendas:
Job demands are the activities a manager must do in a job.
Job constraints are the factors, both inside and outside the
organization, that limit what a manager can do.
Job choices are work activities that the manager can do but
does not have to do

MANAGERIAL KNOWLEDGE, SKILLS &
PERFORMANCES
Knowledge Base
Knowledge base can include information about an industry and its technology,
company policies and practices, company goals and plans, company culture, the
personalities or key organization members, and important suppliers and customers

Key Management Skills
A Skill is the ability to engage in a set of behaviors that are functionally related to one
another and that lead to a desired performance level in a given area
For managers, three types of skills are necessary:
Technical Skills are skills that reflect both an understanding of and a proficiency in a
specialized field
Human Skills are skills associated with a managers ability to work well with others, both
as a member of a group and as leader who gets things done through others
Conceptual Skills are skills related to the ability to visualize the organization as a whole,
discern interrelationships among organizational parts, and understand how the
organization fits into the wider context of the industry, community, and world

MANAGERIAL KNOWLEDGE, SKILLS &
PERFORMANCES
Performance
Peter Drucker, the noted management writer and
consultant, points out that performance achieved through
management is actually made up of two important
dimensions:
Effectiveness: The ability to choose appropriate goals and
achieve them.
Efficiency: The ability to make the best use of available
resources in the process of achieving goals.
MANAGERIAL JOB TYPES
One is a vertical dimension, focusing on different
hierarchical levels in the organization. The other is a
horizontal dimension, addressing variations in managers
responsibility areas
1. Vertical Dimension: Hierarchical Levels
Managerial jobs in organizations fall into three categories:
First-Line Managers are managers at the lowest level of the
hierarchy who are directly responsible for the work of operating
(non-managerial) employees.
Middle Managers are located beneath the top levels of the
hierarchy who are directly responsible for the work of
managers at lower levels.
Top Managers are managers at the very top levels of the
hierarchy who are ultimately responsible for the entire
organization.
MANAGERIAL JOB TYPES
2. Differences among Hierarchical Levels
Functions of Management: The relative importance of
planning, organizing, leading, and controlling varies somewhat
depending on managerial level
Planning tends to be more important for top managers than for
middle of first middle or first-line managers. This is primarily because
top managers are responsible for determining the overall direction
of the organization, a charge that requires extensive planning.
Organizing is somewhat more important for both top and middle
managers than for first-line managers.
Leading is substantially more important for first-line supervisors than
for managers at higher levels.
Controlling reflects a common degree of emphasis at all levels on
monitoring activities and taking corrective action as needed.
MANAGERIAL JOB TYPES
3. Promoting Innovation: The Entrepreneurial Role
Innovation is a new idea applied to initiating or improving a process,
product, or service. The process of innovation is closely allied with the
entrepreneurial role in organizations, particularly since that role relates to
discovering and exploiting new opportunities
Intrapreneurs individuals who engage in entrepreneurial roles inside
organizations
Intrapreneurship the process of innovating within an existing organizational
The innovative process usually involves individuals at various levels who
fulfill three different types of entrepreneurial roles:
a. Idea Champion is an individual who generates a new idea or believes in the
value of a new idea and supports it in the face of numerous potential obstacles
b. Sponsor is an individual, usually a middle manager, who recognizes the
organizational significance of an idea, helps obtain the necessary funding for
development of the innovation, and facilities its actual implementation
c. Orchestrator is high-level manager who articulates the need for innovation,
provides funding for innovating activities, creates incentives for middle managers
to sponsor new ideas, and protects idea people
MANAGERIAL JOB TYPES
4. Horizontal Dimension: Responsibility Areas
In horizontal differentiation, there are 3 major types of
managerial jobs:
a. Functional Managers : who have responsibility for a specific,
specialized area of the organization and supervise mainly
individuals with expertise and training in that area
b. General Managers : who have responsibility for a whole
organization or substantial subunit that includes most of the
common specialized areas
c. Project Managers : who have responsibility for coordinating
efforts involving individuals in several different organizational
units who are all working on a particular project
LEARNING TO BE AN EFFECTIVE
MANAGER
Managerial Education
For most managers, education does not end with college
and graduate school degrees. Instead, managers usually
take additional management-related courses as part of
special programs on college campuses, organizational
training programs offered in-house, or commercial program
offered by a variety associations and vendors.

Management Experience
Experience is also a major factor in learning to be an
effective manager
MANAGING IN THE 21
ST
CENTURY
1. Managing Change and
Innovation
Change is any alteration of the status
quo to which a company must
respond
Innovation is a new idea applied to
initiating or improving a process,
product, or service.
2. Managing Diversity: Workforce
2000 and Beyond
Managing Diversity is the planning and
implementing of organizational systems
and practices that maximize the
potential that maximize the potential
of employees to contribute to
organizational goals and develop their
capabilities unhindered by group
identities such as race, gender, age, or
ethnic group
3. Developing a Global
Perspective
Organizations must increasingly
assume a global perspective in
conducting their business for 3 major
reasons:
a. Business are facing more and more
global competition.
b. More and more companies are likely
to be doing business in other
countries.
c. Businesses are increasingly becoming
globalized in the sense of operating
as one company, despite far-flung
operations
4. The Quest for Total Quality and
Continuous Improvement
Total Quality Management is a
management system that is an integral
part of an organizations strategy and
is aimed at continually improving
product and service quality so as to
achieve high levels of customer
satisfaction and building strong
customer loyalty
THANK YOU
I NTEGRI TY|EXCELLENCE|COMPASSI ON|HUMI LI TY