Manager someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals Managerial Titles First-line managers - manage the work of non-managerial individuals who are directly involved with the production or creation of the organization’s products First-line managers - manage the work of non-managerial individuals who are directly involved with the production or creation of the organization’s products
Middle managers - all managers between the first-line level and the top level of the organization Middle managers - all managers between the first-line level and the top level of the organization manage the first-line managersmanage the first-line managers Top managers - responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization Top managers - responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization
5 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 specific supervisor or manager.
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.
8 The attainment of organizational goals in an effective and efficient manner through PODSCORB Managers use a multitude of skills to perform functions
9 Organizational Performance Organization - social entity that is goal directed and deliberately structured Effectiveness - degree to which organization achieves a stated goal Efficiency - use of minimal resources (raw materials, money, and people) to produce the desired volume of output Performance – organization’s ability to attain its goals by using resources in an efficient and effective manner
Planning – What,how, when of performance Predetermined course of actionPredetermined course of action defining goals,defining goals, establishing strategies for achieving those goals establishing strategies for achieving those goals developing plans to integrate and coordinate activitiesdeveloping plans to integrate and coordinate activities
Organizing - determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are made
Directing - leading and motivating all involved parties and dealing with employee behavior issues Involves Communication Motivation Leadership
Coordinating Establishing such relationships among various parts of the organization that they all together pull in the direction of the organizational objectives. Involves Clear definition of authority-responsibility relationship Unity of direction Unity of command
Controlling - Controlling - monitoring activities to ensure that they are going as planned Measurement of performance against predetermined goals Deviations to be found out & necessary corrective actions taken
16 Controlling Function New Trends Empowerment and trust of employees = training employees to monitor and correct themselves New information technology provides control without strict top-down constraints Lack of Control Information can lead to Organizational Failure
17 The Process of Management Planning 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 distinctionAdministrationManagement NatureThinking function (what is to be done and when). Doing function (who should do it and how). ScopeDetermines broad objectives and policies. Implements plans and achieves goals through people. LevelTop level function.Middle and lower level function. Skills neededConceptual and human skills.Technical and human skills. RepresentsOwners who invest capital and receive profits. Paid individuals who work for remuneration. UsageMostly in government, military, educational, social and cultural organisations. Mostly in business organisations.
Nature of management Mgmt. as a science Mgmt. principles based on observed phenomenon, systematic classification& analysis of data. Not an exact science—is a social science & deals with behavior of people in organisations.
Mgmt. as a art Application to solution of practical problem is an art Mgmt. as a profession Professional manager-mgr. who undertakes mgmt. as a career & not interested in acquiring ownership Profession has following characteristics A body of principles, techniques, skills and specialized 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
MANAGEMENT ROLES specific categories of managerial behavior specific categories of managerial behavior Interpersonal - involve people and duties that are ceremonial and symbolic in natureInterpersonal - involve people and duties that are ceremonial and symbolic in nature Informational - receiving, collecting, and disseminating informationInformational - receiving, collecting, and disseminating information Decisional - revolve around making choicesDecisional - revolve around making choices emphasis that managers give to the various roles seems to change with their organizational level emphasis that managers give to the various roles seems to change with their organizational level
28 Management Types - Horizontal Functional Managers Responsible for a department that performs a single functional task and Responsible for a department that performs a single functional task and Has employees with similar training and skills Has employees with similar training and skills General Managers Responsible for several departments that perform different functions Responsible for several departments that perform different functions
29 Making the Leap From Individual Performer to Manager
30 Management and the New Workplace
31 Managing During Turbulent Times Stay Calm Be Visible Put People Before Business Tell the Truth Know When to Get Back to Business