Chapt 1 Final
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Transcript of Chapt 1 Final
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Chapter 1
Managing and Managers
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Organization and the needfor Management
Organization: two or more people whowork together in a structured way to
achieve a specific goal or set of goals.
Goal : the purpose that an organization
strives to achieve; organization often havemore than one goal; goals arefundamental elements of organizations
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Organization and the needfor Management
Management: the process of planning,organizing, Staffing, Directing andcontrolling the work of organization
members and of using all availableorganizational resources to reach statedorganizational goals.
Manager: people responsible for directingthe efforts aimed at helping organizationsachieve their goals.
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Definitions -Management
- Management means what managers do- Management is the process of Getting the work
done through the efforts of others
- According to Taylor Management is an art of
knowing what you want to do and then just seeingthat it is done in the best and cheapest way
- According to Knootz It is an art of getting thingsdone through and with people in formally organizedgroups
- Management is a process involving PlanningOrganizing, Staffing, Directing and controllinghuman efforts to achieve stated objectives in anorganization.
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Management Acontinuous Process
Planning Organizing Staffing Directing
ControllingFeedback
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The Management Process
Planning:
The process of establishing goals and a
suitable course of action for achievingthose goals
The continuous determination of futurecourse of action
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The Management Process
Organizing :
the process of engaging two or morepeople in working together in a structured
way to achieve a specific goal or set ofgoals.
Staffing: Managing the various positions created by
the organizing process
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The Management Process
Directing
includes communicating motivating andleading the task related activities of group
members or an entire organization
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The Management Process
Controlling:
involves identification of actual results,
comparison of actual results with expectedresults as set by planning process
The process of ensuring that actualactivities conform to planned activities
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Managerial roles
Liaison interpersonal role:
Monitor informational role
Negotiator decisional role
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Managerial roles
Liaison interpersonal role: sometimesothers look to you as a symbol of someworthwhile trait such as honesty or
willingness to work hard.
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Managerial roles
Monitor informational role
You monitor what is going on outside therelationship, share information with your
partners, and even act as a spokespersonfor them..
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Managerial roles
Negotiator decisional role
You sometimes take initiative sometimeshandle disagreements, sometimes allocate
resources such as money, and sometimesnegotiate with your collaborators.
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Types of managers
Management levels
1. First level supervisors :
who are responsible for the work ofoperating employees only and do notsupervise other managers; they are the
first or lowest level of managers in theorganizational hierarchy
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Types of managers
Middle managers:
Managers in the midrange of theorganizational hierarchy; they are
responsible for other managers andsometimes for operating employees; theyalso report to more senior managers
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Types of managers
Top managers:
Managers responsible for the overallmanagement of the organization; they
establish operating policies and guide theorganizations interaction with itsenvironment.
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Functional and General managers
Functions: a classification referring to agroup of similar activities in anorganization, such as marketing or
operations
Functional Manager: a managerresponsible for just one organizationalactivity, such as finance or humanresources management
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Functional and General managers
General manager: the individualresponsible for all functional activities,such as production, marketing, sales,
finance, for an organization.
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Management level and skills
Technical skill: the ability to use theprocedures, techniques and knowledge ofa specialized field.
Human skills: the ability to work withunderstand, and motivate other people asindividuals or in groups.
Conceptual skill: the ability tocoordinate and integrate all of anorganizations interests and activities.
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Management level and skills
Top levelmanagement
Middle levelmanagement
First levelsupervisors
Technicalskills
HumanSkills
Conceptual anddesignskills
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Nature of Management
1. Multidisciplinary
Management is an activity
- Activity to effective utilizations of
Resources like
1. Man 5. Time
2. Machine 6. Energy
3. Money 7. Power
4. Material
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Nature of Management
2. A dynamic in nature
- It changes as the Environment changes
3. Relative, not absolute
- Allowances are made for different
changing environment
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Nature of Management
4.Management - Science or ArtScience - It is a body ofsystematized knowledge,
accepted and accumulated withreference to understanding of generaltruth
concerning a particular phenomenon,subject or object of study
Art-It is related with the bringing ofa desired result through application of
skills
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Comparison between Science and Art
Science Art
Advances by knowledge Advances by practice
Proves Feels
Predicts Guesses
Defines Describes
Measures Opines
Impresses Expresses
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Characteristics ofManagement (Continue)
5. Management as ProfessionProfession Profession is an occupation forwhich specialized knowledge, skill and trainingare required The use of skill is not for self-satisfaction butfor larger interest of society Success of use of skills is measured not interms of money alone Characteristics of Profession
1. Existence of Knowledge2. Acquisition of Knowledge3. Professional Association4. Ethical Codes5. Service Motive
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Management and Administration
Administration is above Management
Administration is a part of Management
Management and Administration are same
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Management and Administration
Top
Organizati
onal
level
Lower
Administration(policy formulation)
Decision making
Management(policy execution)
Execution function
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Management and Administration
Basis of difference Administration Management
Level in organisation Top level Middle and lowerlevel
Major Focus Policy formulationand objectivedetermination
Policy execution forobjectiveachievement
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