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Topic 2 Introduction To Management

Management

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36 views

Topic 2 Introduction To Management

Management

Uploaded by

NurSyuhadaAhmad
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Topic 2:

Introduction to
Management
What is management
A form of work that involves
coordinating an
organization’s - human,
financial, physical and information
resources toward accomplishing
organizational objectives.

Attainment of organizational goals


in an effective and efficient
manner through planning,
organizing, leading and controlling
organizational resources.
NOTE THESE
CHARACTERISTICS:

Goal-driven
Activity is effective and
efficient
Uses the four
managerial functions
What is Management?

A set of activities
planning and decision making, organizing,
leading, and controlling
directed at an organization’s resources
human, financial, physical, and information
with the aim of achieving organizational
goals
in an efficient and effective
manner.
Efficiency versus Effectiveness

Efficiency: Effectiveness:
Operating in Doing the right
Successful
such a way things in the
that resources
Management
right way at
are not wasted the right times

Source: Adapted from Van Fleet, David D., Contemporary Management, Second Edition.
Copyright © 1991 by Houghton Mifflin Company. Used with permission.
Who is a Manager?
 Someone whose primary responsibility is
to carry out the management process.

 Someone who plans and makes decisions,


organizes, leads, and controls
human, financial, physical,
and information resources.
Figure 1: Managers by Level and Area
Kinds of Managers by Level
 Top Managers
◦ The relatively small group of executives who
manage the organization’s overall goals, strategy,
and operating policies.
 Middle Managers
◦ Largest group of managers in organizations
 Implement top management’s policies and plans.
 Supervise and coordinate lower-level managers’
activities.
 First-Line Managers
◦ Managers who supervise and coordinate the
activities of operating employees.
Examples of Managers by Area
 Marketing Managers
◦ Work in areas related to getting consumers and
clients to buy the organization’s products or
services.
 Financial Managers
◦ Deal primarily with an organization’s financial
resources.
 Operations Managers
◦ Concerned with creating and managing the systems
that create organization’s products and services
 Human Resource Managers
◦ Involved in planning, recruiting and selection,
training and development, designing compensation
and benefit systems, formulating performance
appraisal systems.
 Administrative Managers
◦ Serve as generalists in functional areas and are not
associated with any particular management
specialty.
Management in Organizations

Planning
and decision Organizing

making
Inputs from the environment
• Human resources Goals attained
• Financial resources • Efficiently
• Physical resources • Effectively
• Information resources

Controlling Leading
The Management Process
The Functions of Management
 Planning
◦ Setting an organization’s goals and selecting a
course of action to achieve them.

 Organizing
◦ Determining how activities and resources are
grouped.

 Leading
◦ Getting organizational members to work together to
advance the interests of the organization.

 Controlling
◦ Monitoring organizational progress towards goals.
Planning and Organizing Involve…
 Planning
◦ Environmental scanning and analysis
◦ Developing a vision of the future
◦ Setting long-term organizational objectives
◦ Developing organizational and competitive
strategies

 Organizing
◦ Defining tasks and duties
◦ Grouping positions into effective structures
(departments)
◦ Clarifying authority, responsibility, and reporting
relationships
◦ Allocating scarce resources (financial, human,
physical)
◦ Staffing positions with qualified personnel
Leading and Controlling Involve…
 Leading
◦ Effective communication
◦ Inspiring others to do their best
◦ Motivation and rewards
◦ Trust and assurance

 Controlling
◦ Clear standards
◦ Monitoring progress and results
◦ Knowing when and how to intervene
◦ Correcting deviations successfully
Skills and the
Manager Technical Skills

Interpersonal Skills

Conceptual Skills
Fundamental
Management Diagnostic Skills
Skills
Communication Skills

Decision-Making Skills

Time-Management Skills
Fundamental Management Skills
 Technical
◦ Skills necessary to accomplish or understand
the specific kind of work being done in an
organization.
 Interpersonal
◦ The ability to communicate with, understand,
and motivate both individuals and groups.
 Conceptual
◦ The manager’s ability to think in the abstract
and to see the “big picture.” To perceive how
all the parts fit together.
3 Primary Managerial Skills (KATZ)

 Technical skills FOCUS IS ON WHAT IS DONE


◦ Specialized knowledge and proficiency
◦ Analytical ability
◦ Works with things, tools and techniques
 Interpersonal skills FOCUS IS ON HOW SOMETHING IS
DONE
◦ Works with and through people
◦ Effective as a group/team member
◦ Motivates, communicates, & resolves conflicts
 Conceptual skills FOCUS IS ON WHY SOMETHING IS
DONE
◦ Sees the “big picture” (how the parts fit
together)
◦ Understands the corporation as a whole
◦ Future-oriented…thinks strategically
Fundamental Management Skills
(cont’d)

• Diagnostic
◦ The manager’s ability to visualize the most
appropriate response to a situation.
 Communication
◦ The manager’s abilities both to convey ideas and
information effectively to others and to receive
ideas and information effectively from others.
 Decision-Making
◦ The manager’s ability to recognize and define
problems and opportunities correctly and then to
select an appropriate course of action to solve the
problems and capitalize on opportunities.
 Time-Management
◦ The manager’s ability to prioritize work, to work
efficiently, and to delegate appropriately.
Management Skill Mixes at
Different Organizational Levels
Managerial Activities MINTZBERG

 Characterized by variety, fragmentation, and


brevity
◦ Little time for quiet reflection
◦ Crises are interspersed with trivial events
◦ Must be able to shift gears quickly
 Managers perform a great deal of work at an
unrelenting pace.

 In one day…
◦ Processed 36 memos, letters and notes
◦ Attended 8 meetings
◦ Got 11 phone calls
◦ Met with some very unhappy customers
◦ Refereed two internal managerial disputes
◦ Spent an average of 9 minutes on each task during
the day
Key Managerial Roles (Mintzberg)

Key Management
Roles

Interpersonal Informational Decisional


Roles Roles Roles
1. Figurehead 1. Monitor 1. Entrepreneur
2. Leader 2. Disseminator (Innovator)
3. Liaison 3. Spokesperson 2. Disturbance
handler
3. Resource
Allocator
4. Negotiator
Managerial Success Factors
 Personal Factors
◦ Abilities and skills
◦ Motivation
◦ Personality
 Situational Factors
◦ Nature of the work and environment
◦ Relationships with subordinates and
supervisors
◦ Abilities of subordinates
 Actions Taken
◦ Appropriate for the situation?
 Luck
◦ Being in the right place at the right time?
Management: Science or Art?
 The Science of Management
◦ Assumes that problems can be approached
using rational, logical, objective, and
systematic ways.
◦ Requires technical, diagnostic, and decision-
making skills and techniques to solve problems.
 The Art of Management
◦ Decisions are made and problems solved using
a blend of intuition, experience, instinct, and
personal insights.
◦ Requires conceptual, communication,
interpersonal, and time-management skills to
accomplish the tasks associated with
managerial activities.

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