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Basics

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1 views

Basics

Uploaded by

Vicky Singh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Basics

What Is Management?
• Managerial Concerns
• Efficiency
• “Doing things right”
• Getting the most output for
the least inputs
• Effectiveness
• “Doing the right things”
• Attaining organizational
goals
Effectiveness and Efficiency in Management
What Do Managers Do?
• Functional Approach
• Planning
• Defining goals, establishing strategies to achieve goals, developing plans to integrate and
coordinate activities.
• Organizing
• Arranging and structuring work to accomplish organizational goals.
• Leading
• Working with and through people to accomplish goals.
• Controlling
• Monitoring, comparing, and correcting work.
Management Functions
What Do Managers Do? (cont’d)

• Management Roles Approach (Mintzberg)


• Interpersonal roles
• Figurehead, leader, liaison
• Informational roles
• Monitor, disseminator, spokesperson
• Decisional roles
• Disturbance handler, resource allocator, negotiator, Entrepreneur
What Managers Actually Do (Mintzberg)
• Interaction
• with others
• with the organization
• with the external context
of the organization
• Reflection
• thoughtful thinking
• Action
• practical doing
What Do Managers Do? (cont’d)
• Skills Approach
• 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 Management Levels
Conceptual Skills

• Using information to solve business problems


• Identifying of opportunities for innovation
• Recognizing problem areas and implementing
solutions
• Selecting critical information from masses of
data
• Understanding of business uses of technology
• Understanding of organization’s business model

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.
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.
Effectiveness Skills

• Contributing to corporate mission/departmental


objectives
• Customer focus
• Multitasking: working at multiple tasks in parallel
• Negotiating skills
• Project management
• Reviewing operations and implementing
improvements

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.
Effectiveness Skills (cont’d)

• Setting and maintaining performance standards


internally and externally
• Setting priorities for attention and activity
• Time management

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.
Interpersonal Skills (cont’d)

• 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

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.
Management Skills and Management Function Matrix
How The Manager’s Job Is Changing
• The Increasing Importance of Customers
• Customers: the reason that organizations exist
• Managing customer relationships is the responsibility of all managers and employees.
• Consistent high quality customer service is essential for survival.
• Innovation
• Doing things differently, exploring new territory, and taking risks
• Managers should encourage employees to be aware of and act on opportunities for
innovation.
Changes Impacting
the Manager’s Job
What Is An Organization?
• An Organization Defined
• A deliberate arrangement of people to accomplish some specific purpose
(that individuals independently could not accomplish alone).
• Common Characteristics of Organizations
• Have a distinct purpose (goal)
• Composed of people
• Have a deliberate structure
Characteristics of Organizations
The Changing Organization
Why Study Management?
• The Value of Studying Management
• The 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 monetary rewards for their efforts.
Universal Need for Management
Rewards and Challenges of Being A Manager

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