Presentation on theme: "Managers & Management MGT Principles of Management and Business"— Presentation transcript:
1 Managers & Management MGT 101 - Principles of Management and Business Faisal AlSagerWeek 1
2 Objectives To recognize the need for managers. To know the definition of organization and its characteristicsTo understand different types of organizational membersTo know the factors that reshape and redefine management
5 What is an organization? Organization: a deliberate arrangement of people brought together to accomplish some specific purpose.Organization characteristics:Goals: An organization has a distinct purpose, expressed in terms of a goal or a set of goals.People: who can achieve the purpose of the organization. They make decisions and engage in work activities.Structure: deliberate and systematic. It defines and limits behaviors of its members.
6 Organizational Members Managers:individuals in an organization who direct and oversee the activities of other people in the organization.Nonmanagerial Employees:people who work directly on a job or a task and have no responsibility for overseeing the work of others.
7 Management Levels Top mangers: Definition: those at or near the top of an organization.Examples: CEO, vice president, chancellor.. etc.Middle managers:Definition: managers found between the lowest and top levels of the organization.Examples: department head, division manager, store manager.. etc.First-line managers:Definition: individuals responsible for directing day-to-day activities of nonmanagerial employees.Examples: supervisor, team leader, unit coordinator.. etc.
9 Management Management the process of getting things done, effectively and efficiently, through other people.Processa set of ongoing and interrelated activities.
10 Efficiency and Effectiveness doing a task correctly (“doing things right”) and getting the most output from the least amount of inputs.Effectiveness“doing the right things” by doing those work tasks that help the organization reach its goals.
11 Interrelation between Efficiency and Effectiveness MeansEfficiencyEndsEffectivenessRESOUCAGGOALTINMEGOALSLowwasteHighattainment
12 Scientific Management Scientific management is the use of scientific methods to define “one best way” for a job to be done.
13 What Managers Do 4 Management Functions Planning Organizing Achieving theorganization’sstated purposeControllingLeading
14 Manager’s Functions: Planning and Organizing defining goalsestablishing strategydeveloping plans to coordinate activitiesOrganizing:determining what tasks are to be donehow the tasks are to be groupedwho reports to whomwhere decision are to be made
15 Manager’s Functions: Leading and Controlling motivating employeesdirecting activities of othersselecting the most effective communication channelresolving conflictsControlling:monitoring work performancecomparing it with goalscorrecting any significant deviations
16 Mintzberg’s Managerial Roles Specific categories of managerial actions or behaviors of expected of a manager.Grouped under one three primary headings:Interpersonal rolesInformation rolesDecisional roles
17 Interpersonal Roles Definition: involve people (subordinates and people outside the organization) and other duties that are ceremonial and symbolic in nature.Three interpersonal roles:FigureheadLeaderLiaison
19 Decisional Roles Definition entail making decisions or choices. Four decisional rolesEntrepreneurDisturbance handlerResource allocatorNegotiator
20 Skills that Managers Need Conceptual SkillsA manager’s ability to analyze and diagnose a complex situation.Interpersonal SkillsA manager’s ability to work with, understand, mentor, and motivate others, both individually and in groups.Technical SkillsJob-specific knowledge and techniques needed to perform work tasks.Political SkillsA manager’s ability to build a power base and establish the right connections.
21 Is the manager’s job universal? Factors affecting the manager’s job:Level in the organizationProfit versus Not-For-ProfitSize of organizationSmall business: an independent business having fewer than 500 employees and which doesn’t necessarily engage in any new or innovative practices and which has relatively little impact on the industry.Management concepts and national borders
22 Learning OutcomesOrganizations have three characteristics: 1) Purpose, 2) People, and 3) structure.Managers lead organizations to their goals using three functions: 1) Planning, 2) Organizing, 3) Leading, and 4) Controlling.Mangers should be able to get things done efficiently and effectively.There are 3 roles that managers have: 1) Interpersonal, 3) Informational, and 3) decisional roles.Four skills that managers have: 1) Conceptual, 2) Interpersonal, 3) Technical, and 4) Political.Management is not a universal job. It differs based on different factors.