TO T

N
A
K

T O
I T IN M
A

UC EN S T
O D MA U
E
G

T R A G A
N

N
I AN G I O
S

M OLE
C
WHAT IS MANAGEMENT?
WHAT IS MANAGEMENT?
“Management is getting work done through others”
(Williams, 2009).

“Management is the process of planning, organizing,

leading and controlling human and other
organizational resources towards the effective
achievement of organizational goals” (Dyck &
Neubert, 2012).
WHAT IS AN ORGANIZATION?
WHAT IS AN ORGANIZATION?
“An organization is any goal-directed (planning),
deliberately-structured (organizing) group of people
working together (leading) to achieve results
(controlling)” (Dyck & Neubert, 2012).
DO ORGANIZATIONS TRY TO ACHIEVE
EFFICIENCY OR EFFECTIVENESS?
EFFICIENCY VS. EFFECTIVENESS
EFFICIENCY
Getting things done with a minimum of effort (social
resources), expense (financial resources), or waste
(material resources)

EFFECTIVENESS
Accomplishing tasks that help fulfill organizational
objectives
FOUR FUNCTIONS OF MANAGEMENT (H. FAYOL)
PLANNING
Determining organizational goals and a means for
achieving them
Main Question: “What Business Are We In?”

ORGANIZING
Deciding where decisions will be made, who will do
what jobs and tasks, and who will work for whom
FOUR FUNCTIONS OF MANAGEMENT (H. FAYOL)
LEADING
Inspiring and motivating workers to work hard to
achieve organizational goals
Input: Initiating Structure vs. Consideration
Output: Productivity vs. Employee Satisfaction

CONTROLLING
Monitoring progress toward goal achievement and
taking corrective action when needed
LEVELS OF MANAGEMENT
WHAT DO MANAGERS DO?
MANAGERIAL ROLES (H. MINTZBERG)
INTERPERSONAL ROLES
 LEADER
 LIAISON
 FIGUREHEAD

INFORMATIONAL ROLES
 MONITOR
 DISSEMINATOR
 SPOKESPERSON
MANAGERIAL ROLES (H. MINTZBERG)
DECISIONAL ROLES
 ENTREPRENEUR
 RESOURCE ALLOCATOR
 NEGOTIATOR
 CRISIS HANDLER
WHAT DOES IT TAKE TO BE A MANAGER?
MANAGERIAL SKILLS
TECHNICAL SKILLS
The ability to apply the specialized procedures,
techniques, and knowledge required to get the job
done

HUMAN SKILLS
The ability to work well with others
MANAGERIAL SKILLS
CONCEPTUAL SKILLS
The ability to see the organization as a whole,
understand how the different parts affect each other,
and recognize how the company fits into or is affected
by its external environment
TOP 10 MISTAKES MANAGERS MAKE
1. Insensitive to others: abrasive, intimidating, bullying
style.
2. Cold, aloof, arrogant.
3. Betrayal of trust.
4. Overly ambitious: thinking of next job, playing
politics.
5. Specific performance problems with the business.
TOP 10 MISTAKES MANAGERS MAKE
6. Overmanaging: unable to delegate or build a team.
7. Unable to staff effectively.
8. Unable to think strategically.
9. Unable to adapt to boss with different style.
10. Overdependent on advocate or mentor.
WHY DOES MANAGEMENT MATTER?
COMPETITIVE ADVANTAGE THROUGH PEOPLE
Competitive Advantage (CA) can be achieved by:
1. Providing Employment Security
2. Selective Hiring
3. Self-Managed Teams and Decentralization
4. High Wages Contingent on Organizational
Performance
5. Training and Skill Development
6. Reduction of Status Differences
7. Sharing Information