MANAGEMENT

Concept & functionsLevels of managementManagerial roles & skills

ManagerManager someone who works with and through other someone who works with and through other

people by coordinating their work activities in people by coordinating their work activities in order to accomplish organizational goalsorder to accomplish organizational goals

Managerial TitlesManagerial Titles First-line managersFirst-line managers - manage the work of - manage the work of

non-managerial individuals who are directly non-managerial individuals who are directly involved with the production or creation of the involved with the production or creation of the organization’s productsorganization’s products

Middle managersMiddle managers - all managers between - all managers between the first-line level and the top level of the the first-line level and the top level of the organizationorganization

• manage the first-line managersmanage the first-line managers Top managersTop managers - responsible for making - responsible for making

organization-wide decisions and establishing organization-wide decisions and establishing the plans and goals that affect the entire the plans and goals that affect the entire organization organization

Organizational Levels

Non-managerial Employees

TopManagers

MiddleManagers

First-lineManagers

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What Do Managers Have in Common?What Do Managers Have in Common?

They get things done through their They get things done through their organization.organization.

They create the systems, conditions and They create the systems, conditions and environment that enable organizations to environment that enable organizations to survive and thrive beyond the tenure of survive and thrive beyond the tenure of any specific supervisor or manager.any specific supervisor or manager.

What Is Management?What Is Management?

ManagementManagement the process of coordinating work activities so the process of coordinating work activities so

that they are completed efficiently and that they are completed efficiently and effectively with and through other peopleeffectively with and through other people

© Prentice Hall, 2002

Management is an art and science of getting things done thru and with the help of others.

Management is the social process of planning, organizing ,staffing ,directing, coordinating & controlling for the determination & achievement of organizational objectives in a dynamic environment.

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The attainment ofThe attainment of organizational goalsorganizational goals in in an an effectiveeffective and and efficientefficient manner throughmanner through

PODSCORB PODSCORB

Managers use a multitude of skills to Managers use a multitude of skills to perform functionsperform functions

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Organizational PerformanceOrganizational Performance OrganizationOrganization - social entity that is goal directed and deliberately - social entity that is goal directed and deliberately

structuredstructured

EffectivenessEffectiveness - degree to which organization achieves a stated goal - degree to which organization achieves a stated goal

EfficiencyEfficiency - use of minimal resources (raw materials, money, and - use of minimal resources (raw materials, money, and people) to produce the desired volume of outputpeople) to produce the desired volume of output

PerformancePerformance – organization’s ability to attain its goals by using – organization’s ability to attain its goals by using resources in an efficient and effective mannerresources in an efficient and effective manner

PlanningPlanning – –

What ,how, whenWhat ,how, when of performance of performance

•Predetermined course of actionPredetermined course of action•defining goals,defining goals,• establishing strategies for achieving those establishing strategies for achieving those goalsgoals•developing plans to integrate and developing plans to integrate and coordinate activitiescoordinate activities

OrganizingOrganizing - - determining what tasks are to be determining what tasks are to be done, who is to do them, how the tasks are to done, who is to do them, how the tasks are to be grouped, who reports to whom, and where be grouped, who reports to whom, and where decisions are madedecisions are made

StaffingStaffingProcure suitable personnelProcure suitable personnelIncludesIncludes HRPHRP RecruitmentRecruitment SelectionSelection Placement, induction, OrientationPlacement, induction, Orientation Transfer, PromotionTransfer, Promotion Training & developmentTraining & development

© Prentice Hall, 2002

DirectingDirecting - - leading and motivating all leading and motivating all involved parties and dealing with involved parties and dealing with employee behavior issuesemployee behavior issuesInvolvesInvolvesCommunicationCommunicationMotivationMotivationLeadershipLeadership

CoordinatingCoordinatingEstablishing such relationships among various parts of the organization that they all together pull in the direction of the organizational objectives.InvolvesClear definition of authority-responsibility relationshipUnity of directionUnity of command

ControllingControlling - - monitoring activities to ensure that they are going as plannedMeasurement of performance against predetermined goals Deviations to be found out & necessary corrective actions taken

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Controlling Function Controlling Function

New Trends New Trends Empowerment and trust of employeesEmpowerment and trust of employees = =

training employees to monitor and correct training employees to monitor and correct themselvesthemselves

New information technology New information technology provides control provides control without strict top-down constraintswithout strict top-down constraints

Lack of Control Information can lead to Lack of Control Information can lead to Organizational Failure Organizational Failure

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The Process of ManagementThe Process of ManagementPlanning

Leading

Resources

Controlling Organizing

Performance

•Human

•Financial

•Raw Materials

•Technological

•Information

•Attain goals

•Products

•Services

•Efficiency

•Effectiveness

Use influence to motivate employees

Select goals and ways to attain

them

Assign responsibility for task

accomplishment

Monitor activities and make

corrections

Distinction between Administration and Management

Point of distinction Administration Management

Nature Thinking function (what is to be done and when).

Doing function (who should do it and how).

Scope Determines broad objectives and policies.

Implements plans and achieves goals through people.

Level Top level function. Middle and lower level function.

Skills needed Conceptual and human skills. Technical and human skills.

Represents Owners who invest capital and receive profits.

Paid individuals who work for remuneration.

Usage Mostly in government, military, educational, social and cultural organisations.

Mostly in business organisations.

Nature of managementNature of management

Mgmt. as a scienceMgmt. as a science

Mgmt. principles based on observed Mgmt. principles based on observed phenomenon, systematic classification& phenomenon, systematic classification& analysis of data.analysis of data.

Not an exact science—is a social science & Not an exact science—is a social science & deals with behavior of people in deals with behavior of people in organisations.organisations.

Mgmt. as a artMgmt. as a art

Application to solution of practical problem is Application to solution of practical problem is an artan art

Mgmt. as a professionMgmt. as a profession

Professional manager-mgr. who undertakes Professional manager-mgr. who undertakes mgmt. as a career & not interested in mgmt. as a career & not interested in acquiring ownershipacquiring ownership

Profession has following characteristicsProfession has following characteristics A body of principles, techniques, skills and A body of principles, techniques, skills and

specialized knowledgespecialized knowledge

Formalized methods of acquiring training &experience

Establishment of a representative organization with professionalization as its goal

Formation of ethical codes for the guidance of conduct

Charging of fees based on services

UNIVERSALITY OF MANAGEMENTUNIVERSALITY OF MANAGEMENT management is needed management is needed

• in all types and sizes of organizationsin all types and sizes of organizations• at all organizational levelsat all organizational levels• in all work areasin all work areas

management functions must be performed in management functions must be performed in all organizationsall organizations• consequently, have vested interest in improving consequently, have vested interest in improving

managementmanagement

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UNIVERSAL NEED FOR MANAGEMENTUNIVERSAL NEED FOR MANAGEMENT

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MANAGEMENT ROLES specific categories of managerial behaviorspecific categories of managerial behavior

• InterpersonalInterpersonal - involve people and duties that - involve people and duties that are ceremonial and symbolic in natureare ceremonial and symbolic in nature

• InformationalInformational - receiving, collecting, and - receiving, collecting, and disseminating informationdisseminating information

• DecisionalDecisional - revolve around making choices- revolve around making choices emphasis that managers give to the various emphasis that managers give to the various

roles seems to change with their roles seems to change with their organizational levelorganizational level

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Ten Manager RolesTen Manager Roles

Category Role

Informational Monitor

Disseminator

Spokesperson

Interpersonal Figurehead

Leader

Liaison

Decisional Entrepreneur

Disturbance handler

Resource allocator

negotiator

MANAGEMENT SKILLSMANAGEMENT SKILLS TechnicalTechnical - knowledge of and proficiency in a certain - knowledge of and proficiency in a certain

specialized fieldspecialized field HumanHuman - ability to work well with other people both - ability to work well with other people both

individually and in a groupindividually and in a group ConceptualConceptual - ability to think and to conceptualize about - ability to think and to conceptualize about

abstract and complex situationsabstract and complex situations• see the organization as a wholesee the organization as a whole• understand the relationships among subunitsunderstand the relationships among subunits• visualize how the organization fits into its broader environmentvisualize how the organization fits into its broader environment

© Prentice Hall, 2002

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Management SkillsManagement Skills

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Management Types - HorizontalManagement Types - Horizontal

Functional ManagersFunctional Managers Responsible for a department that performs a Responsible for a department that performs a

single functional task and single functional task and Has employees with similar training and skillsHas employees with similar training and skills

General ManagersGeneral Managers Responsible for several departments that Responsible for several departments that

perform different functionsperform different functions

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Making the Leap From Individual Performer to Manager

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Management and the New Management and the New WorkplaceWorkplace

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Managing During Turbulent Managing During Turbulent TimesTimes

Stay CalmStay Calm Be VisibleBe Visible Put People Before BusinessPut People Before Business Tell the TruthTell the Truth Know When to Get Back to Know When to Get Back to

BusinessBusiness