Ch 1 Introduction to Management

8/7/2019 Ch 1 Introduction to Management

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By

Ahmed Ullah


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MANAGEMENT- DEFINED

The Process of attainingorganizational Goals by effectively andefficiently planning, organizing,leading and controlling theorganizations human, physical,

financial and information resources


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MANAGEMENT- DEFINED

is a process of designing and

maintaining an environment inwhich individuals work together ingroups to efficiently accomplishselected aims".


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These definitions when expanded havethese implications.

The functions of managers include planning,organizing, staffing, leading and controlling.

These functions are essential to any kind oforganization.

It applies to managers at all hierarchicallevels.

The aim of managers is to increase

productivity, effectiveness and efficiency. Management is thus a continuous effort

aimed at shaping an organization andcontributing to its overall growth.


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MANAGER

Someone who carries out theresponsibilities of Management

process

Someone who participates in

Management process by planning,organizing, leading or controlling theorganization resources


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ORGANIZATION

A group of two or more people who work

together in a structured setting to achieve

group Goals

Social setting, created by a group of people,

who work together for

Some purposeSurvival

Efficiency


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TYPES OF ORGANIZATIONS

For-profit Organizations:

Non-for-profit Organization:

Formal Organization

Non-formal Organization or informal

Organizations

Public sector Organization

Non-public Sector Organizations (Private)


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Informal Organizations

A network of personal and social

relationship not established or

required by the formal organization butarising spontaneously as people

associate with each other


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TYPES OF ORGANIZATIONS

Formal Organization: (visible)

Goal, Objectives, policies, procedures,Technology, finance, structure

Non-formal or informal Organizations:(invisible)

Beliefs, assumptions, perceptions,attitudes, feelings, values,interpersonal interactions, group

norms


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MANAGERIAL ROLES

What kind of roles managers assumeWhat kind of roles managers assume

when they performing managementwhen they performing management

functionsfunctions


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MANAGERIAL ROLES

InterpersonalInterpersonal- Figurehead

-Leader-

Liaison

InformationalInformational

-Monitor-Disseminator-Spokesperson

DecisionalDecisional

-Entrepreneur

-Disturbance handler-Resource Allocator

-Negotiator


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Interpersonal Roles

Primarily social in nature. These arethe roles in which the manager's maintask is to develop and maintainrelationship

1. Figurehead: Represents the companyon social occasions. Attending theflag hosting ceremony, receivingvisitors or taking visitors for dinner

etc.


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Interpersonal Roles

2. Leader: In the role of a leader, the managermotivates, encourages, and buildsenthusiasm among the employees. Trainingsubordinates to work under pressure, forms

part of the responsibilities of a manager.3. Liaison: Consists of relating to others

outside the group or organization. Serves asa link between people, groups or

organization. The negotiation of prices withthe suppliers regarding raw materials is anexample for the role of liaison.


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Informational Roles

Involves some aspect of information processing

1. Recipient: Actively seeks information fromsubordinates and the external environment. He(Manager) keeps himself updated, with the latestdevelopments which can be of value to theorganization.

2. Disseminator: The manager plays the role of adisseminator by circulating and transferring relevantinformation to subordinates, and to the top-levelmanagement.

3. Spokesperson: Transmits information to the peoplewho are external to the organization, i.e., government,media etc.


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Decisional roles

Entrepreneur: Act as an initiator and designer and

encourage changes and innovation, identify new ideas,delegate idea and responsibility to others.

Disturbance handler: Take corrective action duringdisputes or crises; resolves conflicts among

subordinates; adapt to environmental crisis.

Resource allocator: Decides distribution of resourcesamong various individuals and groups in theorganization.

Negotiator: Negotiates with subordinates, groups ororganizations- both internal and external. Representsdepartment during negotiation of union contracts,sales, purchases, budgets; represent departmentalinterests


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Functions of the Manager

Planning

Organizing

Leading

Controlling


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Planning

Is the process of setting goals, and

developing ways to achieve these goals

Forecasting Goal setting

Program planning

Scheduling Costing

Process planning


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Organizing (tasks, resources, structure)

Is the process of creating a framework fordeveloping and assigning tasks,obtaining and allocating resources andcoordinating work activities to achievegoals.

Job design

Resource allocation

Coordination

Departmentalization, organizational

structure


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Controlling

Is the process of devising various checks toensure that planned performance is actually

achieved.

Setting standards

Monitoring

Evaluation

Feed back


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Leading

Managers need to inspiring and motivating Involves directing, influencing and

motivating employees to perform essentialtasks.

Selection

Developing, training

Supervising

Decision Motivation

Coaching

Communication


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Functions of the Manager

Planning Organizing Controlling

Leading

Feed back


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Managerial Concerns

yEfficiency

Doing thingsright

yGetting the most output for theleast inputs

yEffectiveness

Doing the right things

yAttaining organizational goals


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The Levels of Management


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Top management

Sets the goalsof the organization, evaluates

the overall performance ofvarious departments

involved inselectionofkey personneland

consultssubordinate managersonsubjectsorproblemsofgeneralscope. (bears overall

responsibilities)


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Middle level management

Is responsible for developing departmental

goals and initiate actions that are required to

achieve organizational objectives.


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Supervisorymanagement

Takes charge of day-to-day

operations at the floor level and is

involved in preparing detailed short-

range plans.


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Companies Look for in Managers

Technical Skillsy Specialized knowledge

Human Skill/interpersonal/people

skillsy Ability toworkwith others

Conceptual Skill

y Ability tosee the whole organization

Motivation to Managey A desire to be incharge


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Skills Needed at Different Management

Levels


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Skills Needed at Different Management

Levels


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Development of management Skills

Education

Training

Mentoring

Experience


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Thank you

Q & A

Ch 1 Introduction to Management

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