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Four Management Functions: planning, organizing, leading, and controlling.
Planning includes defining goals, establishing strategy, and developing
plans to coordinate activities.
Organizing includes determining what tasks are to be done and by whom,
how tasks are to be grouped, who reports to whom, and who will make
decisions.
Leading Includes motivating employees, directing the
activities of others, selecting the most effective communication channel, and
resolving conflicts.
controlling Includes monitoring performance, comparing it with goals, and
correcting any significant deviation.
What is Management: is the process of getting things done, effectively and
efficiently, with and through other people through planning, organizing, leading
and controlling organizational resources.
Organization is: a deliberate arrangement of people brought together to
accomplish some specific purpose. / social entity that is goal directed and
deliberately structured.
Social entity means being made up of two or more people.
Goal directed means designed to achieve some outcome.
Deliberately structured means that tasks are divided, and responsibility
for their performance is assigned to organization members.
Performance: is defined as the organization’s ability to attain its goals by
using resources in an efficient and effective manner.
Three characteristics of organizations:
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A process refers to a set of ongoing and interrelated activities.
Efficiency means doing a task correctly and getting the most output from
the least amount of inputs. Managers are concerned with the efficient use of
the resources such as money, people and equipment.
Effectiveness means “doing the right things” by doing those work tasks that
help the organization reach its goals.
Management Skills:
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Conceptual skill is the cognitive ability to see the organization as a whole
system and the relation-ships among its parts. It means the ability to think
strategically – to take the broad, long-term view – and to identify, evaluate
and solve complex problems.
Human skill is the manager’s ability to work with and through other people
and to work effectively as a group member.
the ability to motivate, facilitate, coordinate, lead, communicate and
resolve conflicts.
Technical skill is the understanding of and proficiency in the performance of
specific tasks.
Technical skill includes mastery of the methods, techniques and
equipment involved in specific functions such as engineering,
manufacturing or finance.
includes specialized knowledge, analytical ability and the competent use
of tools and techniques to solve problems in that specific discipline.
Failure of skills:
Due to poor human skills, such as the inability to develop good work
relationships.
ineffective communication skills and practices, cited by 81 per cent of
managers surveyed.
A manager’s weaknesses become more apparent during stressful times
of uncertainty, change or crisis.
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Types of management:
Vertical Differences:
Top Managers responsible for making decisions about the direction of
the organization . Titled: vice president, president, chancellor, managing
director, chief operating officer, chief executive officer, or chairperson of
the board.
Middle Managers: Individuals who are typically responsible for
translating goals set by top managers into specific details and are
responsible for business units and major departments. Titled: agency
head, project leader, unit chief, district manager, division manager, or
store manager.
Project manager is responsible for a temporary work project that
involves the participation of people from various functions and levels of
the organization, and perhaps from outside the company as well.
First line managers: Supervisors responsible for directing the day-today activities of non-managerial employees and directly responsible for
the These roles are divided into three conceptual categories:
informational (managing by information), interpersonal (managing
through people) and decisional (managing through action).production of
goods and services. Titled: supervisors, team leaders, coaches, shift
managers, or unit coordinators
Horizontal Differences:
A functional manager is responsible for a department that performs a
single functional task, such as finance or marketing.
General managers are responsible for several departments that
perform different functions, such as the manager of a Macy’s department
store or a Ford automobile factory.
Management Roles: Mintzberg concluded that managers perform 10 different
roles. These roles are divided into three conceptual categories: informational
(managing by information), interpersonal (managing through people) and
decisional (managing through action).
The informational roles involve collecting, receiving, and disseminating
information.
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The three information roles include monitor, disseminator, and
spokesperson.
The interpersonal roles are ones that involve people (subordinates and
persons outside the organization).
The three interpersonal roles are figurehead, leader, and liaison.
The decisional roles entail making decisions or choices.
The four decisional roles are entrepreneur, disturbance handler,
resource allocator, and negotiator.
Small businesses and Non Profit Organizations:
Small businesses
Small businesses are growing in importance.
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Managers in small companies see their most important role as that of
spokesperson. They must promote the small, growing company to the
outside world.
The entrepreneur role is also critical in small businesses.
Non Profit Organizations:
The primary difference is that managers in businesses direct their
activities towards earning money for the company, whereas managers in
non-profits direct their efforts towards generating social impacts.
In businesses, managers focus on improving the organization’s products
and services to increase sales revenues. In non-profits, however,
services are typically provided to non-paying clients, and a major
problem for many organizations is securing a steady stream of funds to
continue operating.
Managers must focus on keeping organizational costs as low as
possible.
Personal Challenges:
Time management.
The increased workload
The challenge of supervising former peers
The headache of responsibility for other people
Being caught in the middle
Aventures in multitasking
Activity characterized by variety fragmentation and brevity
Less than nine minutes on most activities
Managers shift gears quickly
Life on speed dial
Work at unrelenting pace
Interrupted by disturbances
Always working (catching up)
Innovative Management for tomorrow's business:
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Rapid environmental shifts:
Technology
Globalization
Shifting social values
In the new workplace, work is free-flowing, complex and flexible:
Success depends on innovation and continuous improvement.
Future management competencies:
Greater collaboration across functions, levels, customers, and
companies.
Riskier experimentation and learning are key values.
Knowledge management and information sharing.
Case Study: Summary, Is it an issue or problem, Analysis, Solution.
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