1. 6/13/2016Nakato Ruth Industrial management By NAKATO RUTH rnakato@must.ac.ugrnakato@must.ac.ug, nakatodinah@yahoo.co.innakatodinah@yahoo.co.in 0772-501-880, 0701501880

2. 6/13/2016Nakato Ruth Lecture two Understanding the Functions and Roles of Management

3. 6/13/2016Nakato Ruth Learning Objectives After studying lecture 2, the student will know: –the functions of management and how they are evolving in today’s business environment –the nature of management at different organizational levels –the skills you need to be an effective manager –what to strive for as you manage your career

4. 6/13/2016Nakato Ruth The Functions Of Management Functions and roles of managers can best be understood in an organizational context Management –process of working with people and resources to accomplish organizational goals effective - achieve organizational goals efficient - achieve goals with minimum waste of resources –there are timeless principles of management still important for making managers and companies great

5. 6/13/2016Nakato Ruth What is an organization? An organization could be defined as a consciously coordinated social unit, composed of two or more people, that function on a relatively continuous basis to achieve a common goal or set of goals. An organization is a social entity brought into existence and sustained in ongoing way by human to serve some purpose, from which it follows that human activities in the entity are normally structured and coordinated towards achieving some purpose or goals.

6. 6/13/2016Nakato Ruth Who is a manager? An individual who gets things done through and with people Makes decisions Directs activities to attain the organizational goals Managers are responsible and accountable. Allocates resources ; Managers balance competing goals and set priorities. Resourses will never be enough--- opportunity cost; managers see what to handle first and what to handle last.

7. 6/13/2016Nakato Ruth Who is a manager?... Managers are channels of communication; 80% of manager’s time is spent in communication; writing memos, mails, telephone, reports, meetings and etc. Managers are politicians. Managers are diplomats; respected by everybody, not rough.

8. 6/13/2016Nakato Ruth 1-8 Planning Leadin g Controlling The Functions Of Management Organizing

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10. 6/13/2016Nakato Ruth The Functions Of Management (cont.) Planning specifying the goals to be achieved and deciding in advance the appropriate actions taken to achieve those goals delivering strategic value - planning function for the new era a dynamic process in which the organization uses the brains of its members and of stakeholders to identify opportunities to maintain and increase competitive advantage process intended to create more value for the customer

11. 6/13/2016Nakato Ruth The Functions Of Management (cont.) Planning Definition of organizational goals Establishing overall strategy Developing a comprehensive hierarchy of plans Puts into focus what is to be achieved and how it is to be achieved Establishes an environment essential for achieving the goals

12. 6/13/2016Nakato Ruth The Functions Of Management… Organizing –assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals –the future requires building flexible organizations

13. 6/13/2016Nakato Ruth The Functions Of Management … Leading Putting people into the structure Giving them directions Giving them guidance Mentoring them Motivate them Select the most effective communication channels Resolve conflict among the members –stimulating people to be high performers –managers must be good at mobilizing people to contribute their ideas

14. 6/13/2016Nakato Ruth The Functions Of Management… Controlling –monitors progress and implements necessary changes –makes sure that goals are met –new technology makes it possible to achieve more effective controls Activities ought to take place in coordinated manner Managers monitor to ensure that targets are achieved and not deviated from It is about comparing actual performance with the anticipated performance Managers must devote attention to all four management functions

15. The Functions Of Management… Staffing; staffing or human resource management involves identifying the right people who will do the jobs deploying and developing them as necessary to achieve organizational goals. The staff function also deals with training and development of the human resources and handling the related matters like appraisal, promotions, transfers and separations. 6/13/2016Nakato Ruth

16. The Functions Of Management… Motivating; to be able to get people to achieve results they must be motivated. Motivation involves creating of an atmosphere that encourages organizational members to perform their tasks. Motivation involves identifying the needs and desires of employees and attempting to satisfy those needs. 6/13/2016Nakato Ruth

17. The Functions Of Management … Motivating… Motivation can take the form of; –Financial rewards –Training to enable people perform their jobs well – recognition of employees –Participation in decision making –People are also motivated by being challenged. 6/13/2016Nakato Ruth

18. The Functions Of Management … Communication; Communication is giving receiving or exchanging, information, opinion or ideas, by writing, speech or visual means, so that the message communicated is completely understood by the recipients. Communication is an attempt to share a meaning by transmission of a message through some media between a sender and a reciever. 6/13/2016Nakato Ruth

19. The Functions Of Management … Communication… Communication should ideally facilitate other functions of a manager as well be a function of manegement. 6/13/2016Nakato Ruth

20. 6/13/2016Nakato Ruth Management roles Henry Mintzberg’s study of 1962 has become one crucial study in the understanding of the roles of management He identified 10 roles that managers engage themselves in from time to time He grouped the roles into 3 major categories i.e.

21. 6/13/2016Nakato Ruth Mgt roles Interpersonal roles Informational roles Decisional roles

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23. 6/13/2016Nakato Ruth Management roles-Dauphinias’ approach Creators and implementers of strategy Influencers Key sources of stability Drivers of continual change

24. 6/13/2016Nakato Ruth 1-24 Management Levels Frontline managers Top-level managers Middle managers

25. 6/13/2016Nakato Ruth Management Levels… –Top-level managers senior executives responsible for overall management of an organization. they are executives They establish operating policies and guide the organization

26. 6/13/2016Nakato Ruth Management Levels… Top level managers … focus on long-term issues emphasize the survival, growth, and effectiveness of the firm concerned with the interaction between the organization and its external environment. –and they are at times the owners of the business.

27. 6/13/2016Nakato Ruth Management Levels… –Middle-level managers (tactical managers) located between top-level and frontline managers in the organizational hierarchy responsible for translating strategic goals and plans into more specific objectives and activities

28. 6/13/2016Nakato Ruth Management levels … Middle-level managers (tactical managers traditional role was that of an administrative controller who bridged the gap between higher and lower levels evolving role is that of a developmental coach to the people who report to them

29. 6/13/2016Nakato Ruth Management Levels… –Frontline managers (operational managers) lower-level managers who supervise the operational activities of the organization directly involved with non-management employees increasingly being called on to be innovative and entrepreneurial

30. 6/13/2016Nakato Ruth Management Levels… –Frontline managers (operational managers) –Working leaders with broad responsibilities in leading small companies, managers have strategic, tactical, and operational responsibilities have a knowledge of all business functions, are accountable for results, and focus on internal and external customers

31. 6/13/2016Nakato Ruth Management skills –skill - specific ability that results from knowledge, information, and aptitude –technical skill - –ability to perform a specialized task that involves a certain method or process. –The ability to use procedures technically, and knowledge of specialized fields. For example surgeons, engineers, accountants, musicians, teachers, computer specialists etc. managers at higher levels rely less on technical skills

32. 6/13/2016Nakato Ruth Management skills… –conceptual and decision skills - ability to identify problems, resolve problems for the benefit of the organization necessary when considering the overall objectives and strategy of the organization and the interactions among its different parts assume greater importance as manager acquires more responsibility

33. 6/13/2016Nakato Ruth Management skills… interpersonal and communication skills- ability to work well with people, understand, and motivate other people as individuals or in groups. It is the ability to get on well with others, both subordinates and bosses. increasingly important in today’s organizations –greater reliance on teams, information sharing, and coaching

34. 6/13/2016Nakato Ruth Management skills… All managers must have all the three types of skills. However their percentage and importance depend on the level and rank of the manager. Technical skills are very crucial for lower level managers. Human relations skills are important in middle level since they greatly interact with people.

35. 6/13/2016Nakato Ruth Management skills… Conceptual skills are more important with the top level managers, since they take decisions affecting the whole organizations. They use heads more than hands

36. 6/13/2016Nakato Ruth Thank you