managers elements.ppt

7/30/2019 managers elements.ppt

1/39

Copyright 2005 by Houghton Mifflin Company. All rights reserved. 11

Management

A form of work that involves coordinating an organizationshuman, financial, physical and information resources

toward accomplishing organizational objectives.

Attainment of organizational goals in an effective andefficient manner through planning, organizing, leading and

controlling organizational resources.

NOTE THESE CHARACTERISTICS:Goal-driven

Activity is effective and efficient

Uses the four managerial functions


2/39


What is Management?

A set of activitiesplanning and decision making, organizing, leading, and

controlling

directed at an organizations resources

human, financial, physical, and information

with the aim of achieving organizational goals

in an efficient and effective

manner.


3/39


Efficiency

versus

Effectiveness

Efficiency:Operating in

such a way

that resources

are not wasted

Effectiveness:Doing the right

things in the

right way at

the right times

Successful

Management

Source: Adapted from Van Fleet, David D., Contemporary Management, Second Edition.

Copyright 1991 by Houghton Mifflin Company. Used with permission.


4/39


What is a Manager?

Someone whose primary responsibility is tocarry out the management process.

Someone who plans and makes decisions,

organizes, leads, and controls

human, financial, physical,and information resources.


5/39


Figure 1.1

Kinds of Managers by Level and Area


6/39


Kinds of Managers by Level

Top ManagersThe relatively small group of executives who manage

the organizations overall goals, strategy, and

operating policies.

Middle ManagersLargest group of managers in organizations

Implement top managements policies and plans.

Supervise and coordinate lower-level managers activities.

First-Line ManagersManagers who supervise and coordinate the activities

of operating employees.


7/39Copyright 2005 by Houghton Mifflin Company. All rights reserved. 17

Examples of Managers by Area

Marketing Managers

Work in areas related to getting consumers and clients to buy theorganizations products or services.

Financial Managers Deal primarily with an organizations financial resources.

Operations Managers Concerned with creating and managing the systems that create

organizations products and services

Human Resource Managers Involved in planning, recruiting and selection, training and

development, designing compensation and benefit systems,

formulating performance appraisal systems.

Administrative Managers Serve as generalists in functional areas and are not associated

with any particular management specialty.



Management in Organizations

Inputs from the environment

Human resources

Financial resources

Physical resources

Information resources

Planning

and decision

making

Leading

Organizing

Controlling

Goals attained

Efficiently

Effectively



The Management Process



The Functions of Management

PlanningSetting an organizations goals and selecting a course

of action to achieve them.

Organizing

Determining how activities and resources are grouped.

Leading

Getting organizational members to work together to

advance the interests of the organization.

Controlling

Monitoring organizational progress towards goals.



Planning and Organizing Involve

Planning Environmental scanning and analysis

Developing a vision of the future

Setting long-term organizational objectives

Developing organizational and competitive strategies

Organizing

Defining tasks and duties

Grouping positions into effective structures (departments)

Clarifying authority, responsibility, and reporting relationshipsAllocating scarce resources (financial, human, physical)

Staffing positions with qualified personnel



Leading and Controlling Involve

LeadingEffective communicationInspiring others to do their best

Motivation and rewards

Trust and assurance

ControllingClear standards

Monitoring progress and resultsKnowing when and how to intervene

Correcting deviations successfully



Skills and the

Manager

FundamentalManagement

Skills

Technical Skills

Interpersonal Skills

Conceptual Skills

Diagnostic Skills

Communication Skills

Decision-Making Skills

Time-Management Skills



Fundamental Management Skills

TechnicalSkills necessary to accomplish or understand the

specific kind of work being done in an organization.

Interpersonal

The ability to communicate with, understand, andmotivate both individuals and groups.

Conceptual

The managers ability to think in the abstract and to

see the big picture. To perceive how all the parts fit

together.



3 Primary Managerial Skills (KATZ)

Technical skillsFOCUS IS ON WHAT IS DONE

Specialized knowledge and proficiency

Analytical ability

Works with things, tools and techniques

Interpersonalskills FOCUS IS ON HOW SOMETHING IS DONEWorks with and through people

Effective as a group/team member

Motivates, communicates, & resolves conflicts

Conceptual skills FOCUS IS ON WHY SOMETHING IS DONESees the big picture (how the parts fit together)

Understands the corporation as a whole

Future-orientedthinks strategically



Fundamental Management Skills (contd)

Diagnostic The managers ability to visualize the most appropriate response

to a situation.

Communication The managers abilities both to convey ideas and information

effectively to others and to receive ideas and informationeffectively from others.

Decision-Making The managers ability to recognize and define problems and

opportunities correctly and then to select an appropriate courseof action to solve the problems and capitalize on opportunities.

Time-Management The managers ability to prioritize work, to work efficiently, and to

delegate appropriately.



Management Skill Mixes at Different

Organizational Levels



Managerial Success Factors

Personal FactorsAbilities and skillsMotivation

Personality

Situational FactorsNature of the work and environment

Relationships with subordinates and supervisors

Abilities of subordinates

Actions TakenAppropriate for the situation?

LuckBeing in the right place at the right time?


19/39

Business Functions

Human Resources Sales and Marketing

Research and Development

Production/Operations

Customer Service

Finance and Accounts

Administration and IT


20/39

Human Resources

Recruitment and retentionJob descriptions

Person Specifications

Dismissal Redundancy

Motivation

Professional development and training

Health and safety and conditionsat work

Liaison with trade unions


21/39

Sales and Marketing

Market research Promotion strategies

Pricing strategies

Sales strategies

The sales team

Product advice on new product development,

product improvement, extension strategies,

target markets


22/39

Research and Development

New product development Product improvements

Competitive advantage

Value added

Product testing

Efficiency gains

Cost savings


23/39

Finance and Accounts

Cash flowMonitoring income/revenue

Monitoring expenditure

Preparing accounts

Raising finance

Shares

Loans

Links with all other functional areas


24/39

Production/Operations

Acquiring resources

Planning output labour, capital, land

Monitoring costs

Projections on future output Production methods

Batch

Flow

JobCell

Efficiency


25/39

Customer Service

Monitoring distributionAfter-sales service

Handling consumer enquiries

Offering advice to consumers

Dealing with customer complaints

Publicity and public relations


26/39

Business Organisation

Organisation by type

Global businesses complex organisationstructures

National organisation possibly stretchesthroughout the country

Regional could be through a county or widerarea (North West, South East, etc.)

Local small organisations serving local areaor community


27/39

Business Organisation

Authority the right to make decisions and carry out tasks

Span of control the number of people a superior

is responsible for

Chain of Command the relationship between different levels of

authority in the business

Hierarchy shows the line management

in the business and who has specific responsibilities

Delegation authority to carry out actions

passed from superior to subordinate

Empowerment giving responsibilities to people

at all levels of the business to make decisions


28/39

Administration and IT

Managing estates cleaning, healthand safety, maintenance, security

Reception

Clerical work reporting, recording,record keeping, communication

Overview of quality control

Use of IT systems


29/39

Organisation Charts

Hierarchical Structure

Managing Director

Sales DirectorMarketingDirector

Finance Director

A B C D MarketResearch

Strategy PurchasingManager

SalesManager

AccountsManager


30/39

Organisation Charts

MD

MiddleManagement

Workers

Pyramidal Structure

SeniorManagement


31/39

Organisation Charts

R&D

Marketing Sales

Production

Finance

MD

Centralised/Entrepreneurial


32/39

Organisation Charts

Sales

Marketing

Production

Accounts

Collaborative


33/39

Organisation Charts

Marketing Sales

ProductionFinance

R&D

Circular/Flat


34/39


35/39

Organisation Charts

Changes to business structures

Linked to new thinking on leadership andmanagement

Less hierarchical

Emphasis on communicationand collaboration between sections

Global businesses more complex structures


36/39

36

Why do Organizations Look andAct the Way They Do? Two

Identifying Characteristics

Hierarchical or FlatForm of Organizational Reporting and

Authority Relationships

Decentralized or Centralized

Location of Decision Rights (Power)

within Organization

Organizations and Their Management


37/39

37

Organizations and Their Management

Organizational Hierarchy measured byNumber of Levels and Ranks of Authority-delegating and

Reporting Relationships

Extent of Integration of Functions and Outputs: IsOrganizations Form characterized by: Functional Silos: Finance, Marketing,

Production, etc., or by

Product Lines: Groceries, Clothing, etc.


38/39

38

Organizations and their Management

Centralized or Decentralized?Relative Number, Length and Complexity of

Paths between Where Decisions are

Made and Where Decisions areImplemented

May be unrelated to Hierarchical Form

Decentralized decision-making may be more

democratic, but is it more efficient?


39/39

Hierarchical versus Flat OrganizationsChief

Executive

ChiefExecutive

Tallhierarchy

Flat

hierarchy

Relatively wide

span of control

Relatively narrow

span of control

Tall Organization

Flat Organization

managers elements.ppt

Documents