ch-1 intro of mgt

8/8/2019 ch-1 intro of mgt

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WHO ARE MANAGERS AND WHERE DO

THEY WORK?

Organization

*A systematic arrangement of people brought

together to accomplish some specific purpose;

applies to all organizationsfor-profit as well as not-

for-profit organizations.

*Where managers work (manage).

Common characteristics*Goals

*Structure

*People


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COMMON CHARACTERISTICS OF

ORGANIZATIONS


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PEOPLE DIFFERENCES

Operatives

People who work directly on a job or task and have

no responsibility for overseeing the work of others.

Managers

Individuals in an organization who direct the

activities of others.


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HOW DO WE DEFINE MANAGEMENT?

Management

It is a process.

It is a art of working.

Mgt is what a manager does.

Or we can say----------

The process of getting things done, effectively and

efficiently, through and with other people

Efficiency

Means doing the thing correctly; refers to the relationshipbetween inputs and outputs; seeks to minimize resource

costs

Effectiveness

Means doing the right things; goal attainment


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EFFICIENCY AND EFFECTIVENESS


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Features of the Managment

Existence of Objectives

Organised activities

Relationship among resources

Working with and thorough people

Decision making


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NATURE OF MANAGEMENT

Multidisciplinary

Dynamic nature of principles

Relative , not absolute principles

Management science or art

Management as a profession

Universality of management

AnthropologyAnthropology

EconomicsEconomics PhilosophyPhilosophy

Political SciencePolitical Science PsychologyPsychology

SociologySociology

ManagementManagement


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MANAGEMENT FUNCTIONS

Management process:planning, organizing, staffing,

leading, and controlling

Staffing- Matching the job withindividuals. Includes

MPP,recruitment,selection,T&D,

PA, Promotion, transfers etc.


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Planning -

Includes defining goals, establishing strategy, anddeveloping plans to coordinate activities

Organizing

Includes determining what tasks to be done, who is todo them,how the tasks are to be grouped, who reportsto whom, and where decisions are to be made

Staffing

Matching the job with individuals.

Includes MPP,recruitment,

Selection,T&D,PA, Promotion, transfers etc.


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Leading

Includes motivating employees, directing the activities

of others, selecting the most effective communicationchannel, and resolving conflicts

Controlling

The process of monitoring performance,

comparing it with goals, and

correcting any significant

deviations


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MANAGEMENT MAN. The first syllable of mgt. i.e. the leader.

The foremost variable of managerial effectiveness

AGE, symbolises wisdom- the intellectual

capacity and maturity- Quality of head and heart

What distinguishes a man(leader) from a group , is

his age.

MEN, The group of people who work for a leader in

in any work situation-Their behavior dimensions

and work relationships and productivity.

Technology i.e. Know( fund of knowledge)

-- how(how to apply knowledge i.e. skill.

Managerial skills- tech, human, conceptual.

M

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ORGANIZATIONAL LEVELS


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IDENTIFYING MANAGERS

First-line managers Supervisors responsible for directing the day-to-day

activities of operative employees

Middle managers

Individuals at levels of management between the

first-line manager and top management

Top managers

Individuals who are responsible for making

decisions about the direction of the organization

and establishing policies that affect all

organizational members


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DISTRIBUTION OF TIME PER ACTIVITY

BY ORGANIZATIONAL LEVEL


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MINTZBERGS MANAGERIAL ROLES

*Interpersonal *Decisional

The figurehead Enterpreneur

Leader Disturbance handler

Liaison Resource allocator

Negotiator

*Informational

Monitor

Disseminator

Spokesperson


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ROLES

1) Interpersonal

The figurehead- A leader with nominal power i.e representativeof orgn performing ceremonial & social duties like greeting

visitors, signing legal documents, attending fuction on the behalf

of orgn.

The leadership role- motivation to subordinate. The Liaison role- pariticularly with outsiders.

2) Informational role

2) Monitor- As a monitor he has to scan his environment for infoand monitor his relations internally and externally. He has to

receive info about operations of an enterprise.


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The disseminator role- Passing info to subordinates about changes

in policies & other matters thru memos, phone calls or meetings.

The spokesperson- transmitting info those outside the orgn.

*Decisional

The enterpreneurial role-

-risk takers,innovators, initiators.

-constant look for new ideas, initiate feasibility studies, seeks

participation for improvement in any way.

The conflict handler role-

-Acts as arbitrating in solving differences among the subordinates

or the employees conflict with the mgt.


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The resource allocator--

- Make budegtary allocations to different activities of the orgn.

- They assign personnel to jobs.

- Allocate their own time to different, funds fot new equipments,

advertising & pay raises etc.

The negotiator role-

-dealing with various persons & group of persons

-like negotiate contracts with the unions, price negotiation with

customers, suppliers etc.


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IMPORTANCE OF MANAGERIAL ROLES IN SMALL AND

LARGE BUSINESSES


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GENERAL SKILLS FOR MANAGERS Conceptual skills

A managers mental ability to coordinate all of the organizations

interests and activities & view orgn as a whole. Extremely imp for top

mgt.

Human/Interpersonal skills

A managers ability to work with, understand, mentor, and motivateothers, both individually and in groups. Necessary at all levels.

Technical skills

A managers ability to use the tools, procedures, and techniques of a

specialized field. Highly necessary at lower level, desirable at middle

level and even top mgt must have knowledge .

Analytical skills

A managers ability to take effective and right decisions and ability to

logically, objectively and scientifically analyze the problems and

opportunities and use scientific approaches to arrive at feasible &

optimal solutions.


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SPECIFIC SKILLS FOR MANAGERS

Behaviors related to a managers effectiveness:

Controlling the organizations environment and its

resources.

Organizing and coordinating.

Handling information.

Providing for growth and development.

Motivating employees and handling conflicts.

Strategic problem solving


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WHY STUDY MANAGEMENT?

We all have a vested interest in improving the

way organizations are managed.Better organizations are, in part, the result of good

management.

You will eventually either manage or bemanaged.

Gaining an understanding of the management

process provides the foundation for developing

management skills and insight into the behavior ofindividuals and the organizations.

ch-1 intro of mgt

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