This document provides an introduction to management and organizations. It defines management according to several theorists and discusses managers' roles and responsibilities at different levels of the organization. It also outlines important management functions like planning, organizing, leading, and controlling. Finally, it discusses the skills managers need including technical, human, and conceptual skills and why studying management is important given its universality across organizations.
This document provides an introduction to management and organizations. It defines management according to several theorists and discusses managers' roles and responsibilities at different levels of the organization. It also outlines important management functions like planning, organizing, leading, and controlling. Finally, it discusses the skills managers need including technical, human, and conceptual skills and why studying management is important given its universality across organizations.
This document provides an introduction to management and organizations. It defines management according to several theorists and discusses managers' roles and responsibilities at different levels of the organization. It also outlines important management functions like planning, organizing, leading, and controlling. Finally, it discusses the skills managers need including technical, human, and conceptual skills and why studying management is important given its universality across organizations.
This document provides an introduction to management and organizations. It defines management according to several theorists and discusses managers' roles and responsibilities at different levels of the organization. It also outlines important management functions like planning, organizing, leading, and controlling. Finally, it discusses the skills managers need including technical, human, and conceptual skills and why studying management is important given its universality across organizations.
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Introduction to Management and Organizations
According to Harold Koontz, "Management is the
art of getting things done through and with people in formally organized groups.“ Harold Koontz gave this definition of management in his book "The Management Theory Jungle". According to Henri Fayol, "To manage is to forecast and to plan, to organize, to command, to co-ordinate and to control.“ Henri Fayol gave this definition of management in his book "Industrial and General Administration". According to Peter Drucker "Management is a multi-purpose organ that manages business and manages managers and manages workers and work.“ Who are managers? • Manager is – Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. Classifying managers • First-line Managers - Individuals who manage the work of non-managerial employees. • Middle Managers - Individuals who manage the work of first-line managers. • Top Managers - Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. Levels of Management
• Top Manager • Middle Manager • First Line Manager • Non Managerial Employees Where do managers work? • Organization - A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone). • Common Characteristics of Organizations – Have a distinct purpose (goal) – Are composed of people – Have a deliberate structure. Effectiveness and Efficiency Efficiency – “Doing things right” – Getting the most output for the least inputs Effectiveness – “Doing the right things” – Attaining organizational goals Efficiency and Effectiveness in Management Efficiency (Means) Effectiveness(Ends) Resource Usage Goal attainment Low Waste High Attainment
Management Strives for:
Low Resource Waste(high Efficiency) High Goal Attainment(high Effectiveness) Management functions • Planning - Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities. • Organizing - Arranging and structuring work to accomplish organizational goals. • Leading - Working with and through people through motivation and leadership to accomplish goals. • Controlling - Monitoring, comparing, and correcting work to accomplish goals as planned. Mintzberg’s Managerial Roles • Interpersonal roles – Figurehead – Leader – Liaison • Informational roles – Monitor – Disseminator – Spokesperson • Decisional roles – Entrepreneur – Disturbance handler – Resource allocator – Negotiator Role Description Examples of Identifiable Activities
Interpersonal Figurehead Symbolic head;Obliged to Greetings visitors;signing perform a number of routine legal documents duties of a legal or social nature
Leader Responsible for the Performing virtually and
motivation of activities that involve subordinates;responsible for subordinates. staffing,training, and associated duties
network of outside contacts external and informers who provide boardwork;performing other favors and information activities that involve outsiders. Role Description Examples of Identifiable Activities
Informational Monitor Seek and receives wide Reading periodicals and variety of internal and reports maintaining external information to personal contacts. develop thorough understanding of organization and environment
Disseminator Transmit information Holding informational
received from members of meetings ;making phone the organization. calls to relay information.
Spokeperson Transmits Information to Holding board
outsiders on organization's meetings;giving plans,policies,actions,results, information to the media. etc. Role Description Examples of Identifiable Activities
Decisional Enterpreneur Searches organization and its Organizing strategy and review environment for opportunities sessions to develop new and initiates”improvemets programs projects” to bring about changes.
Disturbance handler Responsible for corrective action Organizing strategy and review when organization faces sessions that involve important,unexpected disturbances and crises. disturbances.
Resource Allocator Responsible for the Scheduling;requisting
allocation of organizational authorization;performing resources of all kinds-making any activity that involves or approving all significant budgeting and the organizational decisions. programming of subordinates’ work.
Negotiator Responsible for representing Participating in union
the organization at major contract negotiations negotiations Skills Managers Need • Technical 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 Skills Needed at Different Managerial Levels Top Managers Conceptual Skills
Middle Managers Human Skills
Lower -Level Technical Skills
Mangers Important Managerial Skills • Managing human capital • Inspiring Commitment • Managing Change • Structuring work and getting things done • Facilitating the psychological and social contexts of work • Using purposeful networking • Managing decision-making processes • Managing Strategy and innovation • Managing logistics and technology Why Study Management?
• Universality of Management – The reality that management is needed • in all types and sizes of organizations • at all organizational levels • in all organizational areas • in all organizations, regardless of location
