Arts Faculty Introduction to Mgt

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    Topic : Introduction to Management

    Facilitator: Dr. K. Kajendra, Dr. K. Kajendra, Senior Lecturer, Ph.D., M.B.A., M.Com, B.Com (Special)

    Department of Marketing,Faculty of Management and Finance,

    University of Colombo1

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    The Nature of Management

    Managers have to cope with diverse and far- reaching challenges

    1. To keep pace with ever-advancing technology

    2. To find ways to incorporate the Internet and3. e-business into their strategies and businessmodel

    4. Strive to remain competitive in a dynamic andfar reaching world

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    What Do Managers Have in Common?

    They get things done through their organization. They create the systems, conditions and

    environment that enable organizations to survive

    and thrive beyond the tenure of any specificsupervisor or manager.

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    Who Are Managers?

    ManagerSomeone who works with and through other peopleby coordinating and integrating their work activities inorder to accomplish organizational goals.

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    Classifying Managers

    First-line ManagersAre at the lowest level of management and managethe work of non-managerial employees.

    Middle ManagersManage the work of first-line managers. Top Managers

    Are responsible for making organization-wide

    decisions and establishing plans and goals that affectthe entire organization.

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    Managerial Levels

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    Dimensions of Managers tasks

    Role

    Functions

    Skills

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    What Is Management?

    Managerial ConcernsEfficiency

    Doing things right Getting the most output

    for the least inputs

    EffectivenessDoing the right things Attaining organizational

    goals

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    Effectiveness and Efficiency in Management

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    Management in organizations

    Structure

    People

    processes

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    Definition of Management

    The attainment of organizational goals in aneffective and efficient manner through

    Four functions

    planning,organizing ,leading , andcontrolling organizational resources.

    Managers use a multitude of skills to performfunctions

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    Definitions

    The process of achieving organizational goalsengaging in management functions.

    Art of getting things done through other people

    The process of working with and throughothers to effectively achieve organizationalobjectives by efficiently using limited resourcesin changing environment

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    Dimensions of Managers tasks

    Role

    Functions

    Skills

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    What Do Managers Do?

    Functional ApproachPlanning

    Defining goals, establishing strategies to achieve goals,developing plans to integrate and coordinate activities.

    OrganizingArranging work to accomplish organizational goals.

    LeadingWorking with and through people to accomplish goals.

    ControllingMonitoring, comparing, and correcting the work.

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    Management Functions

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    What Do Managers Do? (contd) Mintzergs Managerial

    Roles Management Roles Approach

    Interpersonal rolesFigurehead, leader, liaison

    Informational rolesMonitor, disseminator,spokesperson

    Decisional rolesEntrepreneur, Disturbancehandler, resource allocator,negotiator

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    What Do Managers Do? (contd)

    Skills ApproachTechnical skills

    Knowledge and proficiency in a specific field

    Human skillsThe ability to work well with other peopleConceptual skills

    The ability to think and conceptualize about abstractand complex situations concerning the organization

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    Skills Needed at Different Management Levels

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    Participants exercise

    SKILLS THAT ARE IMPORTANT TO ME AS AMANAGER

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    SKILLS THAT ARE IMPORTANT TO ME AS A

    MANAGERManage people, time, and task

    Interpersonal skills

    Effective Communication

    Thinking critically

    Identifying clear roles for employees

    Ability to forecast and plan accordingly

    Creating an environment of openness, trust, and

    challenge 120

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    HOW CAN YOU DEVELOP YOUR SKILLS ?

    .. ..

    ..

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    HOW CAN YOU DEVELOP YOUR SKILLS ?

    Judicious selection of a mentor at the work placeContinuous updation of knowledge

    Discussion and exchange of ideas among peersand friends.Having the courage to question

    Challenging the status quoBeing open to failure and to learn from mistakes

    122

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    Conceptual Skills

    Using information to solve business problems

    Identifying of opportunities for innovation

    Recognizing problem areas and implementingsolutions

    Selecting critical information from masses ofdata

    Understanding of business uses of technology Understanding of organizations business model

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    Communication Skills

    Ability to transform ideas into words and actions

    Credibility among colleagues, peers, andsubordinates

    Listening and asking questions

    Presentation skills; spoken format

    Presentation skills; written and/or graphicformats

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    Effectiveness Skills (contd)

    Setting and maintaining performance standardsinternally and externally

    Setting priorities for attention and activity

    Time management

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    Interpersonal Skills

    Coaching and mentoring skills

    Diversity skills: working with diverse people andcultures

    Networking within the organization

    Networking outside the organization

    Working in teams; cooperation and commitment

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    How The Managers Job Is Changing

    The Increasing Importance of CustomersCustomers: the reason that organizations exist

    Managing customer relationships is the responsibility ofall managers and employees.Consistent high quality customer service is essential forsurvival.

    InnovationDoing things differently, exploring new territory, and

    taking risksManagers should encourage employees to be aware ofand act on opportunities for innovation.

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    ChangesImpactingthe ManagersJob

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    What Is An Organization?

    An Organization DefinedA deliberate arrangement of people to accomplishsome specific purpose

    Common Characteristics of OrganizationsHave a distinct purpose (goal)Composed of peopleHave a deliberate structure

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    Characteristics of Organizations

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    The Changing Organization

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    Universal Need for Management

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    Rewards and Challenges of Being A Manager

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    Historical Background of Management

    Ancient ManagementEgypt (pyramids) and China (Great Wall)

    Adam SmithPublished The Wealth of Nations in 1776Advocated the division of labor (job specialization) toincrease the productivity of workers

    Industrial RevolutionSubstituted machine power for human laborCreated large organizations in need of management

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    Development of Major Management Theories

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    Taylors Four Principles of Management

    1. Develop a science for each element of an individuals work,which will replace the old rule-of-thumb method.

    2. Scientifically select and then train, teach, and develop theworker (previously, workers chose their own work andtrained themselves as best they could).

    3. Heartily cooperate with the workers so as to ensure that allwork is done in accordance with the principles of the sciencethat has been developed.

    4. Divide work and responsibility almost equally between

    management and workers. Management takes over all workfor which it is better fitted than the workers( previously.almost all the work and the greater part of the responsibilitywere thrown on the workers).

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    General Administrative Theorists

    Henri FayolBelieved that the practice of management was distinctfrom other organizational functionsDeveloped fourteen principles of management thatapplied to all organizational situations

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    Division of work. Specialization increases output by making

    employees more efficient.Authority. Managers must be able to give orders.

    Discipline . Employees must obey and respect the rules that

    govern the org.

    Unity of command . Every employees should receive orders

    from only one superior.

    Unity of Direction . The org. should have a single plan of

    action to guide managers and workers.

    Subordination of individual interest to the general interest.

    Remuneration. Workers must be paid a fair wage for their

    service.142

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    Centralization. Refers to the degree to which subordinates are

    involved in decision making

    Scalar Chain . The line of authority from top mgt. to the lowest ranks

    is the scalar chain.

    Order . People and materials should be in the right place right time.

    Equity. Managers should be kind and fair to their subordinates.

    Stability of tenure of personnel . Management should provide orderly

    personnel planning and ensure that replacements are available to fill

    vacancies.

    Initiatives. Employees who are allowed to originate and carry outplans exert high levels of effort.

    Esprit de corps . Promoting team sprit will build harmony and unity

    with in the org. 143

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    Max WeberDeveloped a theory of authority based on an idealtype of organization (bureaucracy)

    Emphasized rationality, predictability, impersonality,technical competence, and authoritarianism

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    Webers Ideal Bureaucracy

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    The Contingency Approach

    Contingency Approach Defined

    Also sometimes called the situational approach.

    There is no one universally applicable set of

    management principles (rules) by which to manageorganizations.

    Organizations are individually different, face differentsituations (contingency variables), and require

    different ways of managing.

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    The Organization as an Open System

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    Systems View of Organizations

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    The Hawthorne Experiments/ StudiesThe important contribution to the human relationsmovement with in organisational behaviour came outof the Hawthorne studies under taken at the WesternElectric companys Hawthorne works in Cicero,illinois.This study originally begun in 1924.

    Implication of the Hawthorne StudiesWith some limitations ( philosophical, theoritical andmethodological), the Hawthorne studies did provide

    some interesting insights that contributed to a betterunderstanding of human behaviour in organisation.

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    Implications of the Systems Approach

    Coordination of the organizations parts isessential for proper functioning of the entireorganization.

    Decisions and actions taken in one area of theorganization will have an effect in other areas ofthe organization.

    Organizations are not self-contained and,therefore, must adapt to changes in theirexternal environment.

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    Current Trends and Issues

    Globalization Ethics Workforce Diversity

    Entrepreneurship E-business Knowledge Management Learning Organizations Quality Management

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    Current Trends and Issues (contd)

    GlobalizationManagement in international organizationsPolitical and cultural challenges of operating in aglobal market

    EthicsIncreased emphasis on ethics education in collegecurriculumsIncreased creation and use of codes of ethics bybusinesses

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    Current Trends and Issues (contd)

    Workforce DiversityIncreasing heterogeneity in the workforce

    More gender, minority, ethnic, and other forms ofdiversity in employees that reflect differences.

    Aging workforceOlder employees who work longer and do not retire

    The increased costs of public and private benefits forolder workers

    An increasing demand for products and services relatedto aging ( entertainment, travel, health care, financialplanning, home repair, and other professional services)

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    E-Business (Electronic Business)The work preformed by an organization usingelectronic linkages to its key constituencies

    E-commerce: the sales and marketing component ofan e-business

    Categories of E-Businesses

    E-business enhanced organization E-business units withintraditional org. e.g. doing e.business partly.

    E-business enabled organization- E.business tools andapplications used within traditional org. e.g. communicate throughe.mail. .

    Total e-business organization- Org.s entire work processesrevolve around e.business model. E.g. Amazon.com, Yahoo, E*trade,eBay.

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    Types of E-Commerce Transactions

    Business-to-Consumer B2CSelling Products and

    Services Online

    Business-to-Business B2BTransactions Between

    Organizations

    Consumer-to-Consumer C2CElectronic Markets

    Created by Web-BasedIntermediaries

    Government to Business

    All transactions betweencompanies and government

    organization

    E. Commerce

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    Knowledge ManagementThe cultivation of a learning culture whereorganizational members systematically gather andshare knowledge with others in order to achievebetter performance.

    Learning OrganizationAn organization that has developed the capacity tocontinuously learn, adapt, and change.

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    Quality Management

    Inspired by the total quality management (TQM) ideasof W. Edwards Deming, and Joseph M. Juran (1950).

    A philosophy of management driven by continualimprovement in the quality of work processes andresponding to customer needs and expectations

    Quality is not directly related to cost

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    What is Management Quality (TQM)?

    Intense focus on the customer

    Concern for continual improvement

    Very good is not good enough. Quality can always be improved.

    Process-focused- focuses on work processes continually

    Improvement in the quality of everything the

    org. does.

    It relates to not only to the final products but also to howthe org. handles deliveries, how rapidly it responds tocomplaints, how politely phones are answered.

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    Accurate measurement Uses statistical techniques to measure every critical

    variable in the organizations operations. These are compared against standards or bench marks to identify problems and eliminate their causes.

    Empowerment of employees

    Teams are widely used in TQM programs as empowerment vehicles for finding and solving problems.

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    Managing During Turbulent Times

    Stay Calm Be Visible

    Put People Before Business Tell the Truth Know When to Get Back to Business

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    The Process of Management

    Planning

    Leading

    Resources

    Controlling Organizing

    Performance

    Human

    Financial

    Raw Materials

    Technological

    Information

    Attain goals

    Products

    Services

    Efficiency

    Effectiveness

    Use influence tomotivate employees

    Select goals and

    ways to attainthem

    Assign responsibilityfor task

    accomplishment

    Monitor activitiesand make

    corrections