defination of Management

8/7/2019 defination of Management

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Chapter 1Chapter 1Chapter 1Chapter 1

InnovationInnovation for Turbulentfor Turbulent

TimesTimes


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What do Beaunit Mills, Hercules Powder,What do Beaunit Mills, Hercules Powder,

and Liebmann Breweries have inand Liebmann Breweries have in

common?common?On 1stOn 1st FortuneFortune List (1955)List (1955)

They Dont Exist TodayThey Dont Exist Today

BAD ManagementBAD Management

Not Keeping up the GoodWorkNot Keeping up the GoodWork

Not adapting to Environmental ChangesNot adapting to Environmental Changes


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ManagementManagementManagementManagement

The attainment of organizational goals inThe attainment of organizational goals inan effective and efficient manner throughan effective and efficient manner throughplanning, organizing, leadingplanning, organizing, leading, and, andcontrollingcontrollingorganizational resourcesorganizational resources

OrganizationOrganization

AA formally structuredformally structured collection ofcollection ofindividuals working towardindividuals working toward commoncommon(shared) goals(shared) goals..


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Organizational PerformanceOrganizational PerformanceOrganizational PerformanceOrganizational Performance

Effectiveness : the degree to which theEffectiveness : the degree to which theorganization achieves a stated goalorganization achieves a stated goal

Efficiency : the use of minimal resourcesEfficiency : the use of minimal resources

(input) to produce a desired volume of(input) to produce a desired volume ofoutput.output.

Efficient, but not Effective:Efficient, but not Effective:

-- Goals not achievedGoals not achieved

Effective, but not EfficientEffective, but not Efficient--Wasted ResourcesWasted Resources

(You may have to choose between the two.)(You may have to choose between the two.)


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The Four Functions ofThe Four Functions of

ManagementManagement

The Four Functions ofThe Four Functions of

ManagementManagementPlanningPlanning

Select goalsSelect goals

& ways to& ways toattain themattain themOrganizingOrganizing

AssignAssign

responsibilityresponsibility

for tasksfor tasksLeadingLeading

UseUse

influence toinfluence to

motivatemotivate

ControllingControllingMonitorMonitor

activities &activities &

makemake

correctionscorrections


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MANAGEMENT LEVELS ANDMANAGEMENT LEVELS AND

TIME SPENT ON FUNCTIONSTIME SPENT ON FUNCTIONS

MANAGEMENT LEVELS ANDMANAGEMENT LEVELS AND

TIME SPENT ON FUNCTIONSTIME SPENT ON FUNCTIONS

Plan. Organ. Lead. Control.Plan. Organ. Lead. Control.Top 28% 36% 22% 14%Top 28% 36% 22% 14%

Middle 18% 33% 36% 13%Middle 18% 33% 36% 13%

Lower 15% 24% 51% 10%Lower 15% 24% 51% 10%


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Management SkillsManagement SkillsManagement SkillsManagement Skills

Conceptual Skills : cognitive ability toConceptual Skills : cognitive ability to

see the organization as a whole andsee the organization as a whole and

the relationship among its partsthe relationship among its partsHuman Skills : ability to work withHuman Skills : ability to work with

and through other people and toand through other people and to

work effectively as a group memberwork effectively as a group member

Technical Skills : understanding of andTechnical Skills : understanding of and

proficiency in the performance ofproficiency in the performance of

specific tasks.specific tasks.


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Conceptual SkillsConceptual Skills CEOCEO

VPVP VPVP VPVP

MgrMgr

MgrMgr Mgr Mgr

MgrMgr Mgr Mgr

OpOp OpOp OpOpOpOp OpOp

Which level needsWhich level needsconceptual skills theconceptual skills the

most?most?


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Human SkillsHuman Skills CEOCEO

VPVP VPVP VPVP

MgrMgr

MgrMgr Mgr Mgr

MgrMgr Mgr Mgr


To what degree do variousTo what degree do variouslevels of managementlevels of management

needhuman skills?needhuman skills?

ALL needhigh degree.ALL needhigh degree.


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Technical SkillsTechnical Skills CEOCEO

VPVP VPVP VPVP

MgrMgr

MgrMgr Mgr Mgr

MgrMgr Mgr Mgr


LeastLeast

To what degree do theTo what degree do the

various levels needvarious levels need

tech

nical skills?tech

nical skills?


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What Is It Like to Be aWhat Is It Like to Be a

Manager?Manager?

What Is It Like to Be aWhat Is It Like to Be a

Manager?Manager?Managerial ActivitiesManagerial Activities

-- Long hoursLong hours

-- Most time spent in oralMost time spent in oralcommunicationcommunication

-- Characterized by variety,Characterized by variety,

fragmentation,fragmentation, and brevityand brevity

-- Fast paced and require aFast paced and require ahigh energy level tohigh energy level to bebe

successfulsuccessful

Managers give up the rightManagers give up the right

to:to:

-- Be one of the gangBe one of the gang-- Put your selfPut your self--interestinterest

firstfirst

-- Ask others to do thingsAsk others to do things

you wouldnt doyou wouldnt do-- Vent your frustrationsVent your frustrations

-- Resist changeResist change


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Supervisors ResponsibilitiesSupervisors ResponsibilitiesSupervisors ResponsibilitiesSupervisors Responsibilities

Plan and schedulePlan and schedule

workwork

Clarify tasks andClarify tasks and

gather ideas forgather ideas forimprovementimprovement

Appraise and counselAppraise and counsel

employeesemployees

Recommend jobRecommend job

assignments and payassignments and pay

Inform employees ofInform employees oforganizational goalsorganizational goals

Inform higherInform higher

managers of workmanagers of workunit needs andunit needs andaccomplishmentsaccomplishments

Recruit, train, andRecruit, train, and

develop workersdevelop workersEncourage andEncourage and

maintain high andmaintain high andenthusiasmenthusiasm


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InformationalRolesInformationalRoles to develop andto develop and

maintain information networkmaintain information network

InformationalRolesInformationalRoles to develop andto develop and

maintain information networkmaintain information networkTheThe monitormonitorseeks current information fromseeks current information from

many sources.many sources.

TheThe disseminatordisseminatortransmits information to otherstransmits information to othersboth inside and outside the organization.both inside and outside the organization.

TheThe spokespersonspokesperson provides official statements toprovides official statements to

people outside the organization about companypeople outside the organization about company

policies, actions, or plans.policies, actions, or plans.


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InterpersonalRolesInterpersonalRoles pertain topertain to

relationships with othersrelationships with others

InterpersonalRolesInterpersonalRoles pertain topertain to

relationships with othersrelationships with othersTheThefigureheadfigureheadengages in ceremonialengages in ceremonial

activitiesactivities

TheThe leaderleadermotivates, communicates,motivates, communicates,

and influences subordinates.and influences subordinates.

TheThe liaisonliaison develops relationshipsdevelops relationships

outside his/her unit both inside andoutside his/her unit both inside and

outside the organization.outside the organization.


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DecisionalRolesDecisionalRoles toto make choicesmake choices

requiring conceptual & human skills.requiring conceptual & human skills.

DecisionalRolesDecisionalRoles toto make choicesmake choices

requiring conceptual & human skills.requiring conceptual & human skills.

TheThe entrepreneurentrepreneurinitiates change.initiates change.

TheThe resource allocatorresource allocatorallocates resourcesallocates resources

to achieve outcomes.to achieve outcomes.

TheThe negotiatornegotiatorbargains for his/her unit.bargains for his/her unit.

TheThe disturbance handlerdisturbance handlerresolves conflicts.resolves conflicts.


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How Do You LearnHow Do You Learn to Manageto Manage??How Do You LearnHow Do You Learn to Manageto Manage??

50% from job experience50% from job experience

30% from other persons30% from other persons

20% from education & training20% from education & training

(Based on study of successful managers at(Based on study of successful managers atHoneywell)Honeywell)


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Successful Managers

Attributes

Successful Managers

AttributesLeadershipLeadership

TeamTeam--Building SkillsBuilding Skills

SelfSelf--objectivityobjectivity

Analytic ThinkingAnalytic Thinking

Creative ThinkingCreative Thinking

Behavioral FlexibilityBehavioral Flexibility

Oral CommunicationOral Communication

WrittenWritten

CommunicationCommunication

Personal ImpactPersonal Impact

Resistance to StressResistance to Stress

Tolerance ofTolerance ofUncertaintyUncertainty


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StayStay CalmCalm

Tell the truthTell the truthPut people beforePut people before

businessbusiness

Be visibleBe visible

Know when to getKnow when to get

back to businessback to business

Crisis Management Skills


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Some Types of Changes

Impacting Organizations:

Some Types of Changes

Impacting Organizations:ProductsProducts

TechnologiesTechnologies

MarketsMarkets

Speed RequirementsSpeed Requirements

Management TechniquesManagement Techniques


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The Learning OrganizationThe Learning OrganizationThe Learning OrganizationThe Learning OrganizationCONTINUOUSLY IMPROVES based on the lessons ofCONTINUOUSLY IMPROVES based on the lessons of

experience.experience.

It Manages Knowledge:It Manages Knowledge:

Workers must possess and use knowledge.Workers must possess and use knowledge.

Knowledge needed is increasing.Knowledge needed is increasing.

Knowledge needs to be preserved and communicated.Knowledge needs to be preserved and communicated.

CONTINOUS IMPROVEMENT also through:CONTINOUS IMPROVEMENT also through:

TeamsTeamsOpenOpen--book management of informationbook management of information

Empowered workersEmpowered workers

Training (for current job and new career paths)Training (for current job and new career paths)


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Knowledge Mgmt is EspeciallyKnowledge Mgmt is Especially

Important in EImportant in E--CommerceCommerce

Knowledge Mgmt is EspeciallyKnowledge Mgmt is Especially

Important in EImportant in E--CommerceCommerce

E-commerce represents business exchanges

or transactions that occur electronically.

It replaces or enhances the exchange of

money and products with the exchange of

data and information from one computer to

another.


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PrePre--Classical ManagementClassical Management

Anything before about 1900:Anything before about 1900:

e.g.,e.g.,

Attila the HunAttila the Hun

Henry TowneHenry Towne


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Classical PerspectiveClassical Perspective

Emphasized aEmphasized a rationalrational,, scientificscientific approach to study ofapproach to study ofmanagement and sought to make workers andmanagement and sought to make workers and

organizations like efficient operating machinesorganizations like efficient operating machines

Classical CategoriesClassical Categories

Scientific ManagementScientific Management

Frederick TaylorFrederick Taylor

Frank and Lillian GilbrethFrank and Lillian Gilbreth

Bureaucratic OrganizationsBureaucratic Organizations

MaxWeberMaxWeber

Administrative PrinciplesAdministrative Principles

Henri FayolHenri Fayol


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Scientific ManagementScientific Management

Develop a standard method for performingDevelop a standard method for performing

each jobeach job

Select appropriate workersSelect appropriate workers

Train workers in standard methodTrain workers in standard method

Plan work and eliminate interruptionsPlan work and eliminate interruptions

Provide incentives for increased output.Provide incentives for increased output.


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Clearly defined authority andClearly defined authority and


Set procedures for each situationSet procedures for each situation

Goals of fairness and efficiencyGoals of fairness and efficiency

Separation of management and ownershipSeparation of management and ownership

i.e., run by professional mgrs.i.e., run by professional mgrs.


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Become dysfunctionalBecome dysfunctional

when:when:

--There is no effort toThere is no effort torecognize exceptions torecognize exceptions to

rules or to change rulesrules or to change rules

when necessarywhen necessary

--Enforcement of rulesEnforcement of rules

takes precedence overtakes precedence over

pursuit of thepursuit of the

organizations missionorganizations mission

RelativelyRelatively HighHigh inin

Bureaucracy:Bureaucracy:

United Parcel ServiceUnited Parcel ServiceU.S. Postal ServiceU.S. Postal Service

RelativelyRelatively LowLow inin

Bureaucracy:Bureaucracy:

HewlettHewlett--PackardPackard

Disney StudiosDisney Studios


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Administrative ManagementAdministrative Management --

Henri FayolHenri Fayol

14 Principles14 Principles

Unity of commandUnity of command

Division of workDivision of work

Unity of directionUnity of direction

Scalar chainScalar chain--ofof--commandcommand

Authority=ResponsibilityAuthority=Responsibility

(etc.)(etc.)

Five basic managementFive basic management

functionsfunctions

PlanningPlanningOrganizingOrganizing

CommandingCommanding

CoordinatingCoordinating

ControllingControlling


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Humanistic PerspectiveHumanistic Perspective

Emphasizes enlightened treatment of workersEmphasizes enlightened treatment of workers

and power sharing between managers andand power sharing between managers and

employees.employees.

Emphasized satisfaction of employeesEmphasized satisfaction of employees

social/psychological needs as the key tosocial/psychological needs as the key to

increased worker productivity.increased worker productivity.Supported by Hawthorne StudiesSupported by Hawthorne Studies


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The Hawthorne StudiesThe Hawthorne Studies

Social ManSocial Man

Methodological Problems, but ProfoundMethodological Problems, but Profound

Influence on Management ThoughtInfluence on Management Thought

Hawthorne EffectHawthorne Effect

Interviewing TechniquesInterviewing Techniques


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The Human ResourcesThe Human Resources

PerspectivePerspective

Jobs should be designed to allow workersJobs should be designed to allow workers

to use their full potentialto use their full potential

Abraham Maslows Hierarchy of NeedsAbraham Maslows Hierarchy of Needs

(Ch. 12)(Ch. 12)

Douglas McGregors Theory X vs. TheoryDouglas McGregors Theory X vs. Theory

Y (comparison of Classical Mgmt toY (comparison of Classical Mgmt toHuman Resources)Human Resources)


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Theory XTheory X(Classical):(Classical):

People dislike work andPeople dislike work andprefer to be directedprefer to be directed

Must be coerced toMust be coerced toworkwork

Want to avoidWant to avoidresponsibility andresponsibility and

have little ambitionhave little ambitionWant security aboveWant security above

everythingeverything

Theory Y (HumanTheory Y (HumanResources):Resources):

People will acceptPeople will accept


Have intellect thatHave intellect that

could be applied tocould be applied to

organizational goalsorganizational goals

Only partially use theirOnly partially use theirintellectual potential.intellectual potential.


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Behavioral Sciences ApproachBehavioral Sciences Approach

= Applied Social Sciences= Applied Social Sciences

Study of human behavior in organizationsStudy of human behavior in organizations

Draws on Disciplines of:Draws on Disciplines of:

EconomicsEconomics

PsychologyPsychology

SociologySociology

CommunicationCommunication

AnthropologyAnthropology


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Management ScienceManagement Science

PerspectivePerspective

Involves Mathematics, ComputersInvolves Mathematics, Computers

Examples:Examples:

ForecastingForecasting

Inventory controlInventory control

SchedulingScheduling

BreakBreak--even analysiseven analysis


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Total Quality ManagementTotal Quality ManagementEmphasizes Continuous Improvement inEmphasizes Continuous Improvement in

all Organizational Processesall Organizational Processes

(i.e., in more than Manufacturing)(i.e., in more than Manufacturing)

Led to the Learning OrganizationLed to the Learning Organization


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What The 21st CenturyWhat The 21st Century

Executive Should Be LikeExecutive Should Be Like

Leader/MotivatorLeader/Motivator

Consummate PoliticianConsummate Politician

Master of TechnologyMaster of Technology

Global StrategistGlobal Strategist

defination of Management

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