Understanding the Manager’s Job

What is Management?
Who is Manager?
Management Process
Basic Purpose of Management
General Principles of Management
Management Issues and Challenges
What is Management?

“
F.W. Taylor (1856-1915) defined management as “knowing exactly
what people want to do, and then seeing that they do it in the best and
the cheapest way”.
Henri Fayol (1841-1925): To manage is to forecast and plan, to
organize, to command, to coordinate and control.
P.F.Drucker (1909-2002). : Management means whatever a manager
does.
Who is Manager?

“
James Stonner et.al (2003) defined
“Manager who manages work, leads people and achieves results
through their efforts.”
Another definition from Griffin,
“A manager is someone who plans and makes decisions, organizes,
leads, and controls, human, financial, physical, and information
resources”.
“
“
Management Process

Planning
and decision Organizing
making
Inputs from the environment
• Human resources Goals attained
• Financial resources • Efficiently
• Physical resources • Effectively
• Information resources

Controlling Leading
Management Process

Planning involves selecting missions and objectives and the

actions to achieve them. It requires decision making that is
choosing future course of action from among alternatives.
Organizing involves establishing a structure of roles for
people to fill in an organization. The purpose of an
organization structure is to help in creating an environment
for human performance.
Management Process

Leading is influencing people so that they can contribute to

organization and group goals. Leading involves motivation,
leadership styles and approaches, and communication.
“
Management Process

Controlling involves monitoring and measuring performance

against goals and plans, showing where deviations from
standards exist, and helping to correct them.
Fundamental Management Skills
 To carry out these management functions most effectively, managers rely on a
number
of different fundamental management skills, of which the most important are:
 Technical,
 Interpersonal,
 Conceptual,
 Diagnostic,
 Communication,
 Decision-making, and
 Time management skills
Fundamental Management Skills
Technical Skills Technical skills are necessary to accomplish
or understand the specific kind of work done in an
organization. Technical skills are especially important for first-
line managers. These managers spend much of their time
training their subordinates
and answering questions about work-related problems. If they
are to be effective managers,
they must know how to perform the tasks assigned to those
they supervise.
Fundamental Management Skills
Interpersonal Skills Managers spend considerable time
interacting with people both inside and outside the
organization. For obvious reasons, then, they also need
interpersonal skills—the ability to communicate with,
understand, and motivate both individuals and groups. As a
manager climbs the organizational ladder, he or she must be
able to get along with subordinates, peers, and those at higher
levels of the organization.
Fundamental Management Skills
Conceptual Skills Conceptual skills depend on the manager’s
ability to think in the
abstract. Managers need the mental capacity to understand the
overall workings of the
organization and its environment, to grasp how all the parts of
the organization fit together, and to view the organization in a
holistic manner. This ability allows them to think strategically,
to see the “big picture,” and to make broad-based decisions
that serve
the overall organization.
Fundamental Management Skills
Diagnostic Skills Successful managers also possess diagnostic
skills—skills that
enable them to visualize the most appropriate response to a
situation. A physician diagnoses a patient’s illness by analyzing
symptoms and determining their probable cause
Fundamental Management Skills
 Communication Skills Communication skills refer to the manager’s
abilities to both effectively convey ideas and information to others and
effectively receive ideas and information from others. These skills enable a
manager to transmit ideas to subordinates so that they know what is
expected, to coordinate work with peers and colleagues so that they work
well together, and to keep higher-level managers informed about what is
going on. In addition, communication skills help the manager listen to what
others say and understand the real meaning behind e-mails, letters, reports,
and other written communication.
Fundamental Management Skills
 Decision-Making Skills Effective managers also have good decision-making skills.
Decision-making skills refer to the manager’s ability to correctly recognize and
define problems and opportunities and to then select an appropriate course of action
to solve problems and capitalize on opportunities. No manager makes the right
decision all the time. However, effective managers make good decisions most of the
time. And, when they do make a bad decision, they usually recognize their mistake
quickly and then make good decisions to recover with as little cost or damage to
their organization as possible.
Fundamental Management Skills
Time Management Skills Finally, effective managers usually
have good time management skills. Time management skills
refer to the manager’s ability to prioritize work, to work
efficiently, and to delegate work appropriately. As already
noted, managers face many different pressures and challenges.
It is too easy for a manager to get bogged down doing work
that can easily be postponed or delegated to others.
Fundamental Management Skills
“
Basic Purpose of Management

EFFICIENTLY
Using resources wisely and
in a cost-effective way
And

EFFECTIVELY
Making the right decisions and
successfully implementing them
General Principles of Management
Division of work Centralization

Authority and responsibility Scalar chain

Discipline Order

Unity of command Equity

Unity of direction Stability of tenure

Subordination of individual to
general interest Initiative

Remuneration Esprit de corps

 General Principles of Management
Division of work: A high degree of specialization is necessary to carry
out managerial and technical work.
Authority and responsibility: Authority is needed to carry out
managerial responsibilities.
Discipline: People in the organization must respect the rules that govern
the organization.
Unity of command: Employees should receive orders from one
supervisor only.
Unity of direction: Each group of activities with the same objective
must have one head and one plan.
General Principles of Management
Division of work: A high degree of specialization is necessary to carry
out managerial and technical work.
Authority and responsibility: Authority is needed to carry out
managerial responsibilities.
Discipline: People in the organization must respect the rules that govern
the organization.
Unity of command: Employees should receive orders from one
supervisor only.
Unity of direction: Each group of activities with the same objective
must have one head and one plan.
Types of Managers by Level and Area

Levels of Management
Top managers

Middle managers

First-line managers

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Types of Managers by Level

�Top Managers �Middle Managers �First-Line Managers

The relatively small group of Largest group of managers in Managers who supervise and
executives who manage the organizations who are primarily coordinate the activities of
organization’s overall goals, responsible for implementing the operating employees.
strategy, and operating policies. policies and plans of top Example: Supervisor,
managers. They supervise and
Example: CEO, Managing coordinate the activities of lower-
Director level managers.

Example: Production Manager,

Marketing Manager
 Contemporary Management
Issues and Challenges

Acute labor shortages in high-technology job sectors and an

oversupply of less skilled labor

An increasingly diverse and globalized workforce

The need to create challenging, motivating, and flexible work

environments

The complex array of new ways of structuring organizations

Increasing globalization of product and service markets

The use of quality as the basis for competition

The effects of information technology on how people work

Thanks!
Any questions?