1. Intro to Mgt

7/31/2019 1. Intro to Mgt

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WHAT IS MANAGEMENT?

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Management is the art ofgetting things done

through others

Management is the art of getting things done

through others and with people in formally

organized groups

Management is the creation and maintenance of

an internal environment in an enterprise whereindividuals, working in groups, can perform

efficiently and effectively towards the attainment

of group goals 3


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management

The coordination of all the resources through the

process of planning, organizing, staffing, directingand controlling in order to attain organizational goals

effectively and efficiently.

Elements of definition Coordination - distinguishes a managerial position

from a non-managerial one

Resources man, machinery, money, material,

etc.

Process - represents ongoing functions or primary

activities engaged in by managers4


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Cont

Functions Planning, Organizing, Directing, Staffing andControlling

Efficiency- getting the most output from the leastamount of inputs

doing things right concerned with means

Effectiveness - completing activities so thatorganizational goals are attained

doing the right things

concerned with ends

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EFFICIENCY AND EFFECTIVENESS

IN management

management Strives For:

Low resource waste (high efficiency)

High goal attainment (high effectiveness)

Resource

Usage

Efficiency (Means)

Goal

Attainment

Effectiveness (Ends)

Low Waste High Attainment

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WHO ARE MANAGERS?

Manager

Someone who works with and through other

people by coordinating their work activities in

order to accomplish organizational goals

Changing nature of organizations and work has

blurred the clear lines of distinction between

managers and non-managerial employees

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WHO ARE MANAGERS? (continued)

Managerial Titles First-line managers - manage the work of non-

managerial individuals who are directly involvedwith the production or creation of the

organizations products Middle managers - all managers between the

first-line level and the top level of theorganization who manage first line managers

Top managers - responsible for makingorganization-wide decisions and establishing theplans and goals that affect the entire

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ORGANIZATIONAL LEVELS

Non-managerial Employees

Top

Managers

MiddleManagers

First-line

Managers

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WHAT DO MANAGERS DO? management Functions

Planning defining goals, establishing strategies forachieving those goals, and developing plans tointegrate 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 to bemade

Staffing recruitment, selection, training, etc.

directing motivating subordinates and influencingindividuals or teams

Controlling monitoring actual performance against

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management Roles

Specific categories of managerial behaviour

Interpersonal- involve people and duties

that are ceremonial and symbolic in nature

Informational- involve receiving,collecting, and disseminating information

Decisional- revolve around making choices

Emphasis that managers give to the variousroles seems to change with their

organizational level

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l i i l f d ifi bl


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Role Description Examples of Identifiable

Activities

Informational

Monitor Seeks and receives wide

variety of internal and

external information to

develop thorough

understanding of

organization andenvironment

Reading periodicals and

reports; maintaining

personal contacts

Disseminator Transmits information

received from outsiders or

from subordinates tomembers of the organization

Holding informational

meetings; making phone

calls to relay information

Spokesperson Transmits information to

outsiders on organizations s

plans, policies, actions and

results, etc.

Holding board meetings;

giving information to the

media13

R l D i i E l f Id ifi bl


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Role Description Examples of Identifiable

Activities

Decisional

Entrepreneur Searches organization and its

environment for opportunitiesand initiates improvement

projects to bring about changes

Organizing strategy and

review sessions to developnew programmes

Disturbance

Handler

Responsible for corrective

action when organization faces

important, unexpecteddisturbances

Organizing strategy and

review session that involve

disturbances and crisises

Resource

Allocator

Responsible for the allocation of

organizational resources of all

kinds making or approving all

significant organizationaldecisions

Scheduling; requesting

authorization; performing

any activity that involves

budgeting and theprogramming of

subordinates works

Negotiator Responsible for representing

organization at major

negotiations

Participating in union

contract negotiations14


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management Skills

Technical- knowledge of and proficiency in a

certain specialized field Human - ability to work well with other people

both individually and in a group

Conceptual- ability to think and toconceptualize about abstract and complexsituations

see the organization as a whole

understand the relationships among subunits visualize how the organization fits into its

broader environment

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WHAT DO MANAGERS DO? (Cont)

Managing Systems

System - a set of interrelated andinterdependent parts arranged in a manner

that produces a unified whole Closed system - a system that is not

influenced by and does not interact with its

environment Open system - dramatically interact with

their environment

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System

THE ORGANIZATION AS AN OPEN SYSTEM

Transformation

Employees work

activities

management

activities

Technology and

operations methods

OutputsInputs

Raw materials

Human resources

Capital

Technology

Information

Products and services

Financial results

Information

Human results

Environment

Environment

Feedback

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WHAT DO MANAGERS DO?


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(continued)

Managing Systems (continued) Managers must

coordinate various work activities

ensure that interdependent parts worktogether

recognize and understand the impact of

various external factors Decisions and actions taken in one

organizational area will affect other areas and

vice versa19



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(continued)

Managing in Different and ChangingSituations

Contingency perspective - different ways

of managing are required in differentorganizations and differentcircumstances

No simple or universal rule for managers

to follow Requires that managers actions be

appropriate for the situation

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THE CHANGING ORGANIZATION

2003 Pearson Education Canada Inc. 23


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WHY STUDY management?

Universality of management

management is needed

in all types and sizes of organizations

at all organizational levels

in all work areas

management functions must beperformed in all organizations

consequently, have vested interest inimproving management

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UNIVERSAL NEED FOR management

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1. Intro to Mgt

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