Transcript
Management
ProcessLecturer : H.P. Rasika Priyankara Unit Title : BM 311Year I Semester I
Content Define Management
What Managers do?
Why Management?
Managerial Competency
Definition 01
“Management is the art of getting things done through other people”
(Mary Parker Polet)
What is Management?
Definition 02
“Management is the process of working with and through others to achieve organizational objectives by efficiently using limited resources in a changing environment”
What is Management?
Definition 03
“ Management is the process of Planning, Organizing, leading and controlling the efforts of organizational members and of using all other organizational resources to achieve stated organizational goals”.
(Storner & Freeman)
What is Management? Contd…
Common Definition
“ Management is the process of Planning, Organizing, leading and controlling of scarce resources in an effective and efficient manner to achieve desired goals in a dynamic environment”.
What is Management? Contd…
What Managers Do?The conventional idea about what managers do is that they,
Plan Organize Lead Control
However, the famous study of Henry Mintzberg provides a different picture about managerial roles.
Mintzberg’s Classification of
Managerial RolesHe lists 10 distinctive managerial roles that are categorized under three major headings.
Interpersonal Roles
Figurehead
Leader
Liaison
Mintzberg’s Classification of
Managerial Roles Contd…
Informational Roles
Monitor
Disseminator
Spokesperson
Decisional Roles
Entrepreneur
Disturbance Handler
ResourceAllocator
Negotiator
Why We Need Management?
Scarcity of Resources- Limitedness of resources compared to unlimited human needs. Scarcity of resources is the very basic reason as to the existence and development of management Knowledge.
Why Management? Contd…
Competition – Competition is becoming severe. Individuals, organizations and nations are in need of better knowledge and skills.
(The rise of Strategic Management, Strategic Marketing and knowledge Management)
Why Management? Contd…
No chance for errors.(Zero Defective Quality Management)
Every thing is changing other than change.
(Change Management)
Requirements (Competency) to Be a Successful Manager
To be successful manager, three basic requirements have to be satisfied.
They are Knowledge, Skills and Attitudes. (KSA or 3H)
Knowledge Knowledge is the stock of
information and understanding that a person possesses about himself and the surrounded world.
Knowledge The term knowledge is also
used to mean the confident understanding of a subject with the ability to use it for a specific purpose.
Knowledge acquisition involves complex cognitive processes: perception, learning, communication, association and reasonong.
Forms of Knowledge
1.Explicit Knowledge
2.Tacit Knowledge
Explicit Knowledge Explicit knowledge is
knowledge that has been or can be articulated, codified, and stored in certain media.
It can be readily transmitted to others.
Explicit Knowledge The most common forms of explicit
knowledge are manuals, documents and procedures.
It also can be audio-visual.
Works of art and product designs can be seen as other forms of explicit knowledge where human skills, motives and knowledge are externalized.
Tacit Knowledge
The concept of tacit knowing comes from scientist and philosopher Michael Polanyi.
It is a form of knowledge that is apparently wholly or partly inexplicable.
Tacit Knowledge
Tacit knowledge is knowledge that people carry in their minds and is, therefore, difficult to access.
Often, people are not aware of the knowledge they possess or how it can be valuable to others.
Tacit Knowledge
Tacit knowledge has been described as "know-how" (as opposed to "know-what" [facts], "know-why" [science] and "know-who" [networking]) .
Effective transfer of tacit knowledge generally requires extensive personal contact and trust.
Be a
TManager
Attitudes
Evaluative statements or judgments concerning objects, people, or events.
(Stephen Robbins)
What is an “attitude”? An attitude is:
“a relatively enduring organisation of beliefs, feelings, and behavioural tendencies towards socially significant objects, groups, events or symbols” (Hogg & Vaughan 2005, p150)
What is an “attitude”? An attitude is:
“a psychological tendency that is expressed by evaluating a particular entity with some degree of favour or disfavour” (Eagly & Chaiken, 1993, p. 1)
Attitude Structure Three-component model views attitudes as
having three components:– Affective = feelings about the attitude
object– Behavioural = predisposition to act
towards the attitude object in a certain way
– Cognitive = beliefs about the attitude object
Any given attitude may be based in lesser or greater amounts on any of these components
How Well Do Attitudes Predict Behaviour ?
Ajzen’s (1991) Theory of Planned Behaviour (TPB)
This model points an important mediator of the attitude-behaviour link, namely behavioural ‘intention’
How Well Do Attitudes Predict Behaviour ?
The TPB holds that attitudes combine with other important factors in predicting intentions and, in turn, behaviour:-– Perceived social pressure – Factors that may facilitate or inhibit
performance of the behaviour
Theory of Planned Behaviour (Ajzen, 1991)
PerceivedSocial
Pressure
Perceived Behavioural
Control
Attitudes BehaviourIntention
Cognitive Dissonance Theory (Festinger, 1957)
This theory of self-persuasion holds that:
– Cognitive inconsistency creates a state of psychological tension (i.e., “dissonance”)
– Such tension is aversive and motivating (where it poses a threat to the self)
– Easiest form of dissonance reduction will be adopted
Skills
Skills refer to above – average abilities of the managers to perform a specific activity. There are 3 generic skills.
1.Conceptual Skills2.Human Skills3.Technical Skills
General Skills of a Manager Contd…
Technical Skills.– These are specific abilities of
a person to perform a given activity of a technical nature.
– This is connected with “doing” rather than “thinking”.
– Eg: Running a computer program driving a tractor.
General Skills of a Manager Contd…
Human Skills: – These are specific abilities
of a person to relate with others.
– This is the ability to build and maintain sound and beneficial relationships with relevant parties.
– Listening and empathy, are more important.
General Skills of a Manager
Conceptual Skills: – The ability to see the
organization as a whole. – These are the intellectual
abilities of a manager to process information and to make correct decisions.
– This involves analytical powers and creativity of the individual.
Conceptual Skills
– Conceptual skill development can be done through formal and informal education & training.
CRITICAL THINKING: CRITICAL THINKING:
Reasonable, reflective thinking that is focused on deciding what to believe or do. The ability to think clearly and reason logically.
Analytical Skills
Activity
Disintegration
Integration
Creativity There is no decisive definition
of creativity, but we know it when we see it.
Development of something that never existed before.
The ability to solve problems or find solutions by thinking “outside the box.”
What is Creative What is Creative Thinking?Thinking? Ability to think outside the box.
Coming up with new ideas/ theories/ formulas.
An essential survival skill for this fast paced furious world.
Activity
In the line of letters listed below, cross out six letters so the remaining letters spell a familiar English word. You may not alter the sequence of the letters.
BSAINXLEATNTEARS
Creativity
It involves “making remote associations” between unconnected events, ideas, information stored in memory or physical objects.
Creativity
Three broad types of Creativity.
1. Creation- Creating something new.
2. Synthesis- Combine or synthesize things.
3. Modification- Improve or change things.
Lateral &
Vertical Thinking
Lateral and Vertical thinking Vertical thinking is defining a
problem in a single way.
Lateral thinking is defining a problem in multiple ways.
In a search for oil,
Vertical thinkers determine a spot for the hole and drill the hole deeper and deeper until they strike oil.
Lateral thinkers generate alternative ways of viewing a problem and produce multiple definitions.
Instead of drilling one hole deeper and deeper, lateral thinkers drill a number of holes in different places in search of oil.
The vertical thinking conceptual block arises from not being able to view the problem from multiple perspectives - to drill several holes - or to think laterally as well as vertically in problem solving.
9 Circles
4 Lines
3 Lines
Conceptual blocks
Conceptual blocks are mental walls which block the problem-solver from correctly perceiving a problem or conceiving its solution.
Conceptual Blocks
Perceptual Cultural Environmental Emotional Intellectual Expressive
Analytical Thinking
Creative Thinking
Convergent Divergent
Results in few or single solution
Results in many solutions
Logical Non-logical
Vertical Lateral
Left Brain Right Brain
Skill Demands at Different Managerial
Levels
Human
Managerial Levels Demand of Skills
Conceptual
TechnicalLower
Middle
Top
Be a Successful Manager.
Sources:Sources: Robert Kreitner and Angelo Kinichi. (1995),
Organizational Behaviour, Richard D. IRWIN, Inc. USA
McLaughlin, M. & Vogt, M. (2000). Creativity and innovation in content area teaching. Christopher-Gorgon Publisher, Inc. Norwood, MA. 800-934-8322
Myers, R.E. (2001). Mind stretchers; Creative thinking extensions for the content areas. Prufrock Press Inc.Waco,
Piirto, J. (1998). Understanding those who create. Gifted Psychology Press, Inc. Dayton, Ohio.
Thank You !
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