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MGT 180MGT 180CHAPTER 3.1CHAPTER 3.1
INTRODUCTION TOINTRODUCTION TO
MANAGEMENTMANAGEMENT
MOHD FAZLY BIN MOHD RAZALI
email: [email protected]
Room: WHITE HOUSE 09
Tel: 0194728934
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Effectiveness
Achieved when the organization pursues appropriate goals.This means doing the right things.
Efficiency
Achieved by using the fewest inputs (e.g., people and
money) to generate a given output.This means doing things right.
The end result of effective and efficient management is
organizational success.
Effectiveness versus EfficiencyEffectiveness versus Efficiency
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Figure 1.Figure 1.11 1.2 The Management Process1.2 The Management Process
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a)a) PlanningPlanning b)b) OrganizingOrganizing
y Planning
Setting goals and defining the actionsnecessary to achieve those goals.
y Organizing
The process of determining the tasks to bedone, who will do them, and how those tasks
will be managed and coordinated.
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c)c) LeadingLeading
y Leadership
The capacity to direct and motivate the members of work
groups toward the accomplishment of organizational goals.
y
Leadership Skills: Understanding individual/group behavior dynamics
Having the ability to motivate employees
Being an effective communicator
Being able to envision future and share that vision
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d)d) ControllingControlling
y Monitoring the performance of theorganization and its progress in
implementing strategic and operational
plans. Identifying deviations between planned and
actual results.
Taking corrective action Ensuring that the organization is moving
toward the achievement of its goals.
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Management TheoryManagement Theory
y It is critical for managers to be able to lead peoplethrough the fast pace of change.
Leadership is about coping with both
complexity and change. As change becomes more dynamic and rapid,
managers at all levels must done theirleadership skills.
Therefore, leaders are managers andmanagers are leaders.
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1.4 Type of Managers1.4 Type of Managers
Who is Managers?
y Managers are the people who plan, organize, lead,and control the activities of the organization so
that its goals can be achieved.
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Types of ManagersTypes of Managers
y Functional Manager
A manager who is responsible for managing a workunit that is grouped based on the function served.
y General Manager
A manager who is responsible for managing severaldifferent departments that are responsible fordifferent tasks.
y First-line manager
The manager who supervises the operationalemployees.
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Scope of Responsibility:Scope of Responsibility:
Functional and General ManagersFunctional and General Managers
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Chief ExecutiveChief Executive
General Parts Inc.General Parts Inc.
Plant
Manager
Service
Manager
Account
Manager
Payroll
Manager
Afunctional managerisresponsible for a work group
segmented by function.
VP ofVP of
ProductionProduction
VP of
Finance
Ageneral managerisresponsible for several
functional work groups.
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Figure 1.Figure 1.33 Managerial LevelsManagerial Levels
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1.51.5 Management SkillsManagement Skills
` Technical Skills
The ability to utilize the knowledge of tools, techniques, andprocedures that are specific to a particular field.
`
Human Skills The ability to work effectively with ones own work group as
well as others within the organization.
` Conceptual Skills
The ability to process information about the internal/externalenvironment of the organization and determine its implications.
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Figure 1.Figure 1.44 Skills Needed at Different Levels of ManagementSkills Needed at Different Levels of Management
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Figure 1.Figure 1.22 Mintzbergs Managerial RolesMintzbergs Managerial Roles
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1.6 Managerial Roles1.6 Managerial Roles
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Mintzbergs Managerial RolesMintzbergs Managerial Roles
y Interpersonal Roles
The managers responsibility for managingrelationships with organizational members
and other constituents:x Figurehead
x Leader
x Liaison
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Mintzbergs Managerial RolesMintzbergs Managerial Roles (contd)(contd)
y Informational Roles
The managers responsibility for gathering anddisseminating information to the stakeholders
of the organization:x Monitor
x Disseminator
x Spokesperson
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Mintzbergs Managerial RolesMintzbergs Managerial Roles (contd)(contd)
y Decisional Roles
The managers responsibility for processinginformation and reaching conclusions:
x Entrepreneur
x Disturbance handler
x Resource allocator
x Negotiator
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1.71.7 AA New Model of LeadershipNew Model of Leadership
y The 3Cs Model of Leadership
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The 3Cs Model of LeadershipThe 3Cs Model of Leadership
y Competence
Refers to having the requisite business acumen andskills to be effective as a leader.
y Character
Refers to the leadership values and behaviors thatelicit trust, commitment and followership.
y
Community Refers to the need to be aware of things beyond
oneself and even beyond ones team andorganization.
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The New Manager/Leader ProfileThe New Manager/Leader Profile
y Managers will no longer think of themselves as theboss, but will view themselves as sponsors, teamleaders, or internal consultants.
y Todays leaders can no longer wield control from thetop of the pyramid; nor can they control the actionfrom the sidelines.
y Leaders must empower individual employees to dowhatever is necessary to achieve goals and makesure that employees have the resources to get the
job done.
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1.81.8 Challenges of ManagementChallenges of Management
CompetenciesCompetencies of Tomorrows Managersof Tomorrows Managers
y The great communicator
y The individual coach
y The team player
y The technology master
y The problem solver
y The foreign ambassador
y The change agent
y The lifelong learnerOrganization & Business Management
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