Chapter 1 Managing and Managers

Organization and the need for Management

Organization: two or more people who work 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 have more than one goal; goals are fundamental elements of organizations

Organization and the need for Management

Management: the process of planning, organizing, Staffing, Directing and controlling the work of organization members and of using all available organizational resources to reach stated organizational goals. Manager: people responsible for directing the efforts aimed at helping organizations achieve their goals.

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 seeing that it is done in the best and cheapest way According to Knootz It is an art of getting things done through and with people in formally organized groups Management is a process involving Planning Organizing, Staffing, Directing and controlling human efforts to achieve stated objectives in an organization.

Management A continuous Process

Planning Organizing Staffing Directing

Feedback

Controlling

The Management Process

Planning: The process of establishing goals and a suitable course of action for achieving those goals The continuous determination of future course of action

The Management Process

Organizing : the process of engaging two or more people in working together in a structured way to achieve a specific goal or set of goals.

Staffing: Managing the various positions created by the organizing process

The Management Process

Directing includes communicating motivating and leading the task related activities of group members or an entire organization

The Management Process

Controlling: involves identification of actual results, comparison of actual results with expected results as set by planning process The process of ensuring that actual activities conform to planned activities

Managerial roles
Liaison interpersonal role: Monitor informational role Negotiator decisional role

Managerial roles

Liaison interpersonal role: sometimes others look to you as a symbol of some worthwhile trait such as honesty or willingness to work hard.

Managerial roles

Monitor informational role You monitor what is going on outside the relationship, share information with your partners, and even act as a spokesperson for them..

Managerial roles

Negotiator decisional role You sometimes take initiative sometimes handle disagreements, sometimes allocate resources such as money, and sometimes negotiate with your collaborators.

Types of managers
Top level managers

Middle level Managers

First level supervisors

Types of managers

Management levels First level supervisors : who are responsible for the work of operating employees only and do not supervise other managers; they are the first or lowest level of managers in the organizational hierarchy

1.

Types of managers
Middle managers: Managers in the midrange of the organizational hierarchy; they are responsible for other managers and sometimes for operating employees; they also report to more senior managers

Types of managers
Top managers: Managers responsible for the overall management of the organization; they establish operating policies and guide the organizations interaction with its environment.

Functional and General managers

Functions: a classification referring to a group of similar activities in an organization, such as marketing or operations Functional Manager: a manager responsible for just one organizational activity, such as finance or human resources management

Functional and General managers

General manager: the individual responsible for all functional activities, such as production, marketing, sales, finance, for an organization.

Management level and skills

Technical skill: the ability to use the procedures, techniques and knowledge of a specialized field. Human skills: the ability to work with understand, and motivate other people as individuals or in groups. Conceptual skill: the ability to coordinate and integrate all of an organizations interests and activities.

Management level and skills

Top level management Conceptu al and design skills Human Skills

Middle level management

First level supervisors

Techni cal skills

Nature of Management
1.

Multidisciplinary Management is an activity

- Activity to Resources like effective utilizations of

1. 2. 3. 4.

Man Machine Money Material

5. Time 6. Energy 7. Power

Nature of Management 2. A dynamic in nature

- It changes as the Environment changes

3. Relative, not absolute

- Allowances are made changing environment for different

Nature of Management
4.Management - Science or Art Science - It is a body of systematized knowledge, accepted and accumulated with reference to understanding of general truth concerning a particular phenomenon, subject or object of study Art- It is related with the bringing of a desired result through application of skills

Comparison between Science and Art

Science Art

Advances by knowledge
Proves Predicts Defines Measures Impresses

Advances by practice
Feels Guesses Describes Opines Expresses

Characteristics of Management (Continue)

5. Management as Profession Profession Profession is an occupation for which specialized knowledge, skill and training are required The use of skill is not for self-satisfaction but for larger interest of society Success of use of skills is measured not in terms of money alone Characteristics of Profession 1. Existence of Knowledge 2. Acquisition of Knowledge 3. Professional Association 4. Ethical Codes 5. Service Motive

Management and Administration

Administration is above Management Administration is a part of Management Management and Administration are same

Management and Administration

Top Org ani zati ona l lev el Management (policy execution) Lo wer Execution function Administration (policy formulation) Decision making

Management and Administration

Basis of difference Administration Management

Level in organisation

Top level

Middle and lower level

Major Focus

Policy formulation and objective determination

Policy execution for objective achievement

Management and Administration

Basis of difference Nature of functions Scope of functions Factors affecting decisions Employer employee relation Qualities required Administration Determinative Management Executive

Broad and conceptual Narrow and operational Mostly External Entrepreneurs and owners Administrative Mostly internal Employees Technical