The Nature of Management Lecture #1

Characteristics of Organizations Combining of individual efforts in pursuit of certain common purposes or organizational goals Division of labor Hierarchy of authority

Management defined: The process of integrating resources and tasks toward the achievement of stated organizational goals “Responsibility for Performance”

Process A series of actions or measures; A method of operation

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SPLAT!!!!!!!

Effectiveness The degree of success in accomplishing a task

Efficiency The minimal use of resources in accomplishing a task

Line Management

Directly involved in the production of the organization’s product or provision of its services.

Line Management Direct authority to act or command or do

Staff Positions

Not directly involved in the production of the organization’s product or provision of its services.

Staff Positions No right to act or command or do

Authority

Right to Act or Command or Do

Responsibility Obligation to Act or Command or Do

Parity When the level of Authority equals the level of Responsibility

Classical View of Authority

Behavioral View of Authority

Major Management Functions Planning Organizing Directing (Leading) Controlling

PlanningOrganizingDirectingControlling The process of deter- mining specific goals (what you want to achieve) and steps to reach the goals. Set up the groups, allocate resources and assign work in order to achieve goals. Influencing people to act or not to act in a certain way. Monitoring performance and making required corrections Means to Achieve Targets Setting Targets Monitoring and correcting activity

Planning Evaluating environmental forces and organizational resources Establishing a set of organizational goals Developing strategies and plans to achieve the stated goals Formulating a decision making process

Organizing Developing the structure of the organization Acquiring and training human resources Establishing communication patterns and networks

Directing Motivating employees (members of the organization) Influencing employees to perform Forming effective groups Improving job performance

Controlling Determining elements of a control system (performance standards) Evaluating and rewarding employees’ performance Controlling financial, information, and physical resources

Minor(?) Management Functions Staffing Coordinating

Supervisory Skills Technical Skills –Specialized knowledge and expertise Human Relations Skills –Ability to work effectively with others Conceptual Skills Decision Making Skills –Ability to analyze information and make a decision

SWOT Method SWOT –Strengths –Weaknesses –Opportunities –Threats

Shrinking and Diverse Workforce 4% Unemployment-- 6% considered full employment Technologically literate Increasingly diverse and non-traditional-- race, culture, and gender More part-time Family leave

Employee vs. Supervisor Are told what to do Focus on the job Paid by the hour Work left at the office Member of a group Separated from upper managment Tell others what to do Oversee many jobs Paid a salary Often take work home Outside the group Direct contact with upper management

So You Want to be a Supervisor Demonstrate technical skills Demonstrate leadership skills by acting as an informal leader Hard working Conscientious Good communicator Express an interest in becoming a supervisor

Role of Supervisor Positive Attitude Loyal Fair Good Communicator Able to Delegate