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Lecture 1 - Introduction To Management Short

1) Management involves coordinating work activities through other people so that organizational goals are achieved efficiently and effectively. 2) Managers perform four key functions: planning, organizing, leading, and controlling. Planning involves setting goals and strategies in advance. Organizing involves coordinating resources. Leading involves directing and motivating subordinates. Controlling involves measuring performance and ensuring goals are met. 3) There are different levels of management with varying responsibilities. Top managers set strategies. Middle managers set policies and plans. First-line managers oversee daily operations.

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37 views

Lecture 1 - Introduction To Management Short

1) Management involves coordinating work activities through other people so that organizational goals are achieved efficiently and effectively. 2) Managers perform four key functions: planning, organizing, leading, and controlling. Planning involves setting goals and strategies in advance. Organizing involves coordinating resources. Leading involves directing and motivating subordinates. Controlling involves measuring performance and ensuring goals are met. 3) There are different levels of management with varying responsibilities. Top managers set strategies. Middle managers set policies and plans. First-line managers oversee daily operations.

Uploaded by

1 2 3
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We take content rights seriously. If you suspect this is your content, claim it here.
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You are on page 1/ 25

Introduction to Management

What is Management?

• All managers work in organizations


• Organizations – collections of people
who work together and coordinate their
actions to achieve a wide variety of goals

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What is Management?

Definition:
It is the art of getting work
done through others
What is Management?

Management is the Process of


planning, organizing, leading, and
controlling of human and other
resources to achieve stated
organizational goals effectively and
efficiently

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Management is…

Getting Efficiency
work
done
through Effectiveness
others
What is Management?

□ Definition: Coordinating work activities so


that they are completed efficiently and
effectively with and through other people
□ Efficiency: Doing things right (getting
the most output from the least input)
□ Effectiveness: Doing the right things
(completing activities so that the
organization’s goals are attained).
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Managers

Managers –
– The people responsible for supervising the
use of an organization’s resources to meet
its goals

1-8
Managerial Tasks and
communications

• All managers in organizations perform


each of the four essential managerial
tasks of planning, organizing, leading,
and controlling

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Four Functions of Management

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Planning

Implies that managers think


(identifying and selecting) through
their goals and actions in advance.
Their actions are usually based on
some method, plan, or logic, rather
than on a hunch.

1-11
Organizing

Means that managers coordinate the


human and material resources of the
organization. The effectiveness of an
organization depends on its ability to
marshal its resources to attain its goals.

1-12
Leading

Describes how managers direct


and influence subordinates, getting
others to perform essential tasks.
By establishing the proper
atmosphere, they help their
subordinates do their best.

1-13
Controlling

Means that managers attempt to


assure that the organization is moving
toward its goals. If some part of their
organization is on the wrong track,
managers try to find out why and set
things right
The outcome of the control process is the ability to
measure performance accurately and regulate
organizational efficiency and effectiveness

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Decisional Roles

Roles associated with methods managers use in planning


strategy and utilizing resources.
– Entrepreneur—deciding which new projects or programs to
initiate and to invest resources in.
– Disturbance handler—managing an unexpected event or
crisis.
– Resource allocator—assigning resources between
functions and divisions, setting the budgets of lower
managers.
– Negotiator—reaching agreements between other
managers, unions, customers, or shareholders.

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Interpersonal Roles

Roles that managers assume to provide direction and


supervision to both employees and the organization as
a whole.
– Figurehead—symbolizing the organization’s mission
and what it is seeking to achieve.
– Leader—training, counseling, and mentoring high
employee performance.
– Liaison—linking and coordinating the activities of
people and groups both inside and outside the
organization.

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Informational Roles

Roles associated with the tasks needed to obtain and


transmit information in the process of managing the
organization.
– Monitor—analyzing information from both the internal
and external environment.
– Disseminator—transmitting information to influence the
attitudes and behavior of employees.
– Spokesperson—using information to positively
influence the way people in and out of the organization
respond to it.

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Levels of Management

Top Level
Management

•CEO
•Chairman
•General Mgr
•Plant Mgr
•Regional Mgr
•Office Manager Middle Level
•Shift Supervisor Management
•Department Manager
•Team Leader

First-Line
Management
Top Managers

Responsible for Setting strategies such as:

Creating a context for change

Developing attitudes of commitment


and ownership in employees

Creating a positive organizational


culture through language and action

Monitoring their business environments


Middle Managers

Responsible for setting policies such as:

Setting objectives consistent with top


management goals, planning preset strategies

Coordinating and linking groups,


departments, and divisions

Monitoring and managing the performance


of subunits and managers who report to them

Implementing the changes or strategies


generated by top managers
First-Line Managers

Responsible for daily operations

Managing the performance of


entry-level employees

Teaching entry-level employees


how to do their jobs

Making schedules and operating plans based on


middle management’s intermediate-range plans
Relative Amount of Time That Managers Spend on
the Four Managerial Functions

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What Companies Look for in
Managers

Technical Skills Human Skill

Conceptual Skill Analytical Skill


Managerial Skills

• Conceptual skills
– The ability to analyze and diagnose a situation and
distinguish between cause and effect.
• Human skills
– The ability to understand, alter, lead, and control
the behavior of other individuals and groups.
• Technical skills
– Job-specific skills required to perform a particular
type of work or occupation at a high level.

1-24
Skill Types Needed

Figure 1.5 1-25

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