unit 1 intro to management

7/28/2019 Unit 1 Intro to Management

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Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1 –1

MANAGEMENT CONCEPTS-

UNIT 1

INTRODUCTION




Management: Science or Art?

• The Science of Management Assumes that problems can be approached using

rational, logical, objective, and systematic ways.

Requires technical, diagnostic, and decision-making

skills and techniques to solve problems.• The Art of ManagementDecisions are made and problems solved using a

blend of intuition, experience, instinct, and personalinsights.

Requires conceptual, communication, interpersonal,and time-management skills to accomplish the tasksassociated with managerial activities.




Who Are Managers?

• Manager Someone who works with and through other people

by coordinating and integrating their work activities in

order to accomplish organizational goals.




What is Management?

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

controlling

directed at an organization’s resources

human, financial, physical, and information

with the aim of achieving organizational goals

in an efficient and effective

manner.




Basic Purpose of Management

EFFICIENTLY Using resources wisely and

in a cost-effective way

EFFECTIVELYMaking the right decisions and

successfully implementing them

And




Classifying Managers

• First-line Managers Are at the lowest level of management and manage

the work of non-managerial employees.

• Middle Managers

Manage the work of first-line managers.

• Top Managers

Are responsible for making organization-wide

decisions and establishing plans and goals that affectthe entire organization.




Exhibit 1.1

Managerial Levels




Figure 1.1

Kinds of Managers by Level and Area




Kinds of Managers by Level

• Top ManagersThe relatively small group of executives who manage

the organization’s overall goals, strategy, and

operating policies.

• Middle ManagersLargest group of managers in organizations

Implement top management’s policies and plans.

Supervise and coordinate lower-level managers’

activities.

• First-Line Managers

Managers who supervise and coordinate the activities

of operating employees.




Kinds of Managers by Area

• Marketing ManagersWork in areas related to getting consumers and

clients to buy the organization’s products or services.

• Financial Managers

Deal primarily with an organization’s financial

resources.

• Operations Managers

Concerned with creating and managing the systemsthat create organization’s products and services.




Kinds of Managers by Area (cont’d)

• Human Resource Managers Involved in human resource processes

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.

• Other Kinds of Managers

Assigned as specialists in positions directly related to

the needs of the organization.




What Do Managers Do?

• Functional ApproachPlanning

Defining goals, establishing strategies to achieve goals,

developing plans to integrate and coordinate activities.

Organizing Arranging work to accomplish organizational goals.

Leading

Working with and through people to accomplish goals.

Controlling

Monitoring, comparing, and correcting the work.




Management as a set of roles

• Day-to-day management activities areroutine, orderly, and rational.

• These include:Interpersonal roles - communication with

superiors, peers, subordinates, and people from

outside the organization.

Information Roles - obtaining, interpreting, andgiving out information.

Decisional Roles - choosing among competing

alternatives.

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.




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.

• ConceptualThe manager’s ability to think in the abstract.

• DiagnosticThe manager’s ability to visualize the most

appropriate response to a situation.




Fundamental Management Skills (cont’d)

• CommunicationThe manager’s abilities both to convey ideas and

information effectively to others and to receive ideasand information effectively from others.

• Decision-MakingThe manager’s ability to recognize and define

problems and opportunities correctly and then toselect an appropriate course of action to solve theproblems and capitalize on opportunities.

• Time-ManagementThe manager’s ability to prioritize work, to work

efficiently, and to delegate appropriately.




What Do Managers Do? (cont’d)

• Management Roles Approach

Interpersonal roles

Figurehead, leader, liaison

Informational roles

Monitor, disseminator,

spokesperson

Decisional roles

Disturbance handler,

resource allocator, negotiator




What Do Managers Do? (cont’d)

• Skills ApproachTechnical skills

Knowledge and proficiency in a specific field

Human skills

The ability to work well with other people

Conceptual skills

The ability to think and conceptualize about abstract

and complex situations concerning the organization




Exhibit 1.5

Skills Needed at Different Management Levels




Exhibit 1.6b

Communication Skills

• Ability to transform ideas into words and actions

• Credibility among colleagues, peers, and

subordinates

• Listening and asking questions

• Presentation skills; spoken format

• Presentation skills; written and/or graphic

formats

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.




Exhibit 1.6c

Effectiveness Skills

• Contributing to corporate mission/departmentalobjectives

• Customer focus

• Multitasking: working at multiple tasks in parallel• Negotiating skills

• Project management

• Reviewing operations and implementingimprovements






Exhibit 1.6c

Effectiveness Skills (cont’d)

• Setting and maintaining performance standardsinternally and externally

• Setting priorities for attention and activity

• Time management






Exhibit 1.6d

Interpersonal Skills

• Coaching and mentoring skills

• Diversity skills: working with diverse people and

cultures

• Networking within the organization

• Networking outside the organization

• Working in teams; cooperation and commitment






What Is An Organization?

• An Organization Defined A deliberate arrangement of people to accomplish

some specific purpose

• Common Characteristics of Organizations

Have a distinct purpose (goal)

Composed of people

Have a deliberate structure




Exhibit 1.9

Characteristics of Organizations




Exhibit 1.10

The Changing Organization




Why Study Management?

• The Value of Studying ManagementThe universality of management

Good management is needed in all organizations.

The reality of work

Employees either manage or are managed.

Rewards and challenges of being a manager

Management offers challenging, exciting and creative

opportunities for meaningful and fulfilling work.

Successful managers receive significant monetaryrewards for their efforts.




Management Functions

Planning Organizing &

Staffing

Directing Controlling





Planning

• The management function thatassesses the management

environment to set future

objectives and map out

activities necessary to achievethose objectives.

• To be effective, the objectivesof individuals, teams, and

management should be

coordinated to support the

firm’s mission. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.




Organizing

• The management function thatdetermines how the firm’s

human, financial, physical,

informational, and technical

resources are arranged andcoordinated to perform tasks

to achieve desired goals.

• The deployment of resources

to achieve strategic goals.





Staffing

- Selecting

- Recruiting

- Placing

- Training- Compensating




Directing

• CommunicatingProviding and receiving information / messages

through various channels

• Supervising

Overseeing the activities of members

• Leading

Setting the path towards goals for the members to follow

• MotivatingEncouraging the employees to willfully contribute more

and more




Controlling

• The management function thatmeasures performance,

compares it to objectives,

implements necessary

changes, and monitorsprogress.

• Many of these issues involvefeedback or identifying

potential problems and taking

corrective action.


unit 1 intro to management

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