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Lecture - 1

Management involves coordinating work activities to efficiently and effectively achieve organizational goals. Managers ensure efficiency by minimizing wasted resources and effectiveness by attaining desired outcomes. As organizations pursue specific purposes through deliberate structures, managers coordinate and oversee others' work as planners, organizers, leaders, and controllers. Their roles involve relationships, information sharing, and decision-making. Technical, human, and conceptual skills allow managers to address changing customer, competitive, technological and innovative challenges.

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Esha Ansari
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23 views

Lecture - 1

Management involves coordinating work activities to efficiently and effectively achieve organizational goals. Managers ensure efficiency by minimizing wasted resources and effectiveness by attaining desired outcomes. As organizations pursue specific purposes through deliberate structures, managers coordinate and oversee others' work as planners, organizers, leaders, and controllers. Their roles involve relationships, information sharing, and decision-making. Technical, human, and conceptual skills allow managers to address changing customer, competitive, technological and innovative challenges.

Uploaded by

Esha Ansari
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 17

What Is Management?

• Management involves coordinating


and overseeing the work activities of
others so that their activities are
completed efficiently and effectively.

1–1
What Is Management?
• Managerial Concerns
– Efficiency
• “Doing things right”
Means not wasting resources
– Getting the most output for the least inputs

– Effectiveness
• “Doing the right things”
– Attaining organizational goals

Efficiency is concerned with the means of getting things done


while Effectiveness is concerned with the ends or attainment
of organizational goals. 1–2
Exhibit 1–3 Effectiveness and Efficiency in
Management

1–3
What Is An Organization?
• An Organization Defined
– A deliberate arrangement of people to accomplish
some specific purpose (that individuals
independently could not accomplish alone).

• Common Characteristics of Organizations


– Have a distinct purpose (goal)
– Composed of people
– Have a deliberate structure
1–4
Exhibit 1–9 Characteristics of Organizations

1–5
Who Are Managers?
• Manager
– Someone who coordinates and oversees the
work of other people so that organizational goals
can be accomplished.

1–6
Classifying Managers
• First-line Managers
– Individuals who manage the work of non-
managerial employees.
• Middle Managers
– Individuals who manage the work of first-line
managers.
• Top Managers
– Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.
1–7
Exhibit 1–2Managerial Levels

1–8
What Managers Do?

• Three Approaches to Defining What


Managers Do.

Functions they perform.

Roles they play.

Skills they need.

1–9
What Managers Do?
• Functions Manager’s Perform
– Planning
• Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
– Organizing
• Arranging and structuring work to accomplish
organizational goals.
– Leading
• Working with and through people to accomplish goals.
– Controlling
• Monitoring, comparing, and correcting work.

1–10
Exhibit 1–4Management Functions

1–11
What Managers Do?
• Roles Manager’s Play

– Roles are specific actions or behaviors expected


of a manager.

– Mintzberg identified 10 roles grouped around


interpersonal relationships, the transfer of
information, and decision making.

1–12
Exhibit 1.5 Mintzberg’s Managerial Roles

• Interpersonal Roles
• Figurehead – Aspirational personality
• Leader – How to lead and make people follow them
• Liaison – How to establish relationship
• Informational Roles
• Monitor – Analyze and importance of data
• Disseminator – who will receive what information
• Spokesperson – How to speak on behalf of company.
• Decisional Roles
• Entrepreneur – Innovative ideas – new trends and technologies
• Disturbance handler – Problem solver
• Resource allocator – Right task to right employee
• Negotiator – Negotiating skill with employees , suppliers

1–13
What Managers Do?
• Skills Managers Need

– Technical skills
• Knowledge and proficiency in a specific field
– Human skills
• The ability to work well with other people
– Conceptual skills
• The ability to think and conceptualize about abstract
and complex situations concerning the organization

1–14
Exhibit 1–6 Skills Needed at Different
Management Levels

1–15
Exhibit 1–10 Universal Need for Management

1–16
How The Manager’s Job Is Changing
• The Increasing Importance of Customers
– Customers: the reason that organizations exist
• Managing customer relationships is the responsibility of all
managers and employees.

• Consistent high quality customer service is essential for survival.

• Increased competiotion

• Changing Technology ( Digitalization )

• Innovation
– Doing things differently, exploring new territory, and
taking risks

1–17

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