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Management

A practical Introduction

A. Kinicki & B. William

Chapter 1
An exceptional Manager!

Management: an art or science?

Missing validation & reliability

Reliability: The internal consistency and stability over time of the measuring instrument. Validity: evidence that the instrument (process/techniques) used to measure a concept does indeed measure the intended concept.

acquired knowledge based on observations & proper thinking & can be arranged in apt logical manner.

Management

is the art of getting things done through people.

Formally, management defined as


The pursuit of organizational goal efficiently and effectively Integrating the work of people through Planning, organizing, leading and controlling the organizational resources.

Efficiently: doing thing right to use the organization resource wisely and cost effectively. Effectively: achieve result, make right decision to achieve organizational goal

How to be an
exceptional manager!

Personal Coach

-Take charge & avoid misconception - Anticipate, adapt, embrace changes

- Develop people, communication skills - Develop new capacity - Keep learning

Why organization value managers!

Multiplier effect

result achieved is far beyond result of one person acting alone

Financial reward of being a Star manager

Psychological reward
(which is greater?!)

1.2. Manager Challenges

value of challenges?!!

manager required to balance Boredom Anxiety


(mismatch bet. skill & challenge)

High skill low challenges

Low skills high challenges

1- Competitive advantage
Stay ahead of others Include 4 areas

Customers care Innovation Quality Efficiency

2- Managing for diversity

Future won't resemble past Expect/project the future

3- Managing for globalization


Different culture Different gesture

4- Information technology
e-commerce/e-management Speed up decision making, conflict, stress Change in organizational structure videoconference

5- Ethical standards
Confront ethical dilemmas White collar crime

6- Managing for your own happiness & life goal

Your own goals and firm goal Can money buy happiness?!

1.3. What would manager actually do?

POLC

Planning:

Setting goal & decide how to achieve them Organizing: arranging task, people & other resources to accomplish the work

Leading:

motivating, directing and other wise influencing people to work hard to achieve the organizational goal

Controlling:

maintaining performance, comparing it with goal and taking corrective action as needed

1.4. level and area of management


1-

Top 2- Middle 3- First line 4- Non managerial

Top managers
make

long term decision about the over all direction of the organization and establish the objectives policies and strategies for it (i.e., far future oriented)

Middle Manager
These

implement the policies and plan of the top management above them and supervise and coordinate the activities of the first line managers below them

First line
Makes

short term operating decision, directing daily tasks of non managerial personnel FLM is the beginning of managerial career e.g. department head, foreman, forewoman, team leader supervisors.

Areas of Management
general

functional

Areas of management
Research Marketing Financing

& Development

Production
Human

resources

Managers Types
Profit

organization Non profit; services (hospitals) Mutual benefit organization (aiding member; i.e. voluntary collection of member)

Do managers manage differently for different organization?

1.5. What role should a manager play?


Relies

more on verbal than written communication (phone call, meeting) email might be faster.

Manager

works long hour at an intense pace (50-90hrs) average 60hrs Managers work characterized by fragmentation, brevity and variety

1- Interpersonal
figurehead

leader
liaison

activities

2- Informational
Monitor

Disseminator
Spokesperson

3- Decisional & managerial role


Resource allocator Negotiator Entrepreneur Disturbance handler

1.6. Skill for terrific manager


1

Technical 2- Conceptual 3- Human

Technical skill
consists of the job specific knowledge needed to perform well in a specialized field. Most important at lower level of management (FLM)

Conceptual skill
consist of the ability to think analytically, to visualize an organization as whole and understand how the work together (important for top mangers)

Human skill
Human skills consist of the ability to work well in cooperation with other people to get things done (ability to motivate, inspire trust, communicate) life long effort ability to listen