- ••Management
- •Topic 1.
- •Organization
- •“Management is the process of designing and maintaining an environment in which individuals
- •Definition
- •Importance of Management
- •Contd.
- •What do Managers Do? The Management Process
- •MANAGERS
- ••first-line managers include department head, team leader, and unit manager. For example, the
- ••Job titles such as chief executive officer (CEO), chief operating officer (COO), chief
- •A chief executive officer (CEO) is the highest-ranking executive in a company, whose
- •In both business and the public sector, board members are supposed to oversee
- •Accountability Is a Foundation of Managerial Performance. The term accountability describes the requirement
- •Effective Managers Help Others Achieve High Performance and Satisfaction. An effective manager helps
- •Are you willing to work anywhere other than in a high-QWL setting? Would
- •Managers Are Coaches, Coordinators, and Supporters. We live and work in a time
- •If we turn the traditional organizational pyramid upside down, we get a valuable
- •Terms to Define: Accountability Board of directors Effective manager First- line managers
- •Questions for Discussion 1. Other than at work, in what situations do you
- •What Do Managers Do, and What Skills?
- •Topic 2. The Five Functions of Management by Fayol's
- •What Four Functions Make Up the Management Process? Contemporary theory
- •The management process is planning, organizing, leading, and controlling the use of resources
- •Organizing is the process of assigning tasks, allocating resources, and coordinating work activities.
- •Organizing. Even the best plans will fail without strong implementation. Success begins with
- •Leading .The management function of leading is the process of arousing people’s enthusiasm
- •Controlling is the process of measuring work performance, comparing results to objectives, and
- •Managers Perform Informational,
- •Agenda Setting Agendas are important in management, and it is through agenda setting
- •Managers engage in networking to build and maintain positive relationships with other people,
- •A technical skill is the ability to use a special proficiency or expertise
- •The ability to work well with others is a human skill, and a
- •Conceptual Skill The ability to think critically and analytically is a conceptual skill.
- •Conceptual skills are important for all managers but gain in relative importance as
- •Lifelong learning is continuous learning from daily experiences. Learning agility is the
- •Rapid Review • The daily work of managers is often intense and stressful,
- •Globalization is the worldwide interdependence of resource flows, product markets, and business competition.
- •Failures of Ethics and Corporate Governance are Troublesome.
- •Workforce diversity describes differences among workers in gender, race, age, ethnicity, religion, sexual
- •personal career readiness—the combination of skills, competencies, aspirations, and goals that can move
- •Rapid Review • Globalization has brought increased use of global outsourcing by businesses
- •Intellectual capital is the collective brainpower or shared knowledge of a workforce.
- •Taylor’s scientific management sought efficiency in job performance. • Weber’s bureaucratic organization is
- •Taylor noticed that many workers did their jobs in their own ways—perhaps haphazardly
- •Taylor’s approach to scientific management can be summarized in these four core principles
- •The scalar chain principle states that organizations should operate with clear and unbroken
- •Rapid Review • Taylor’s principles of scientific management focused on the need to
- ••Follett viewed organizations as communities of cooperative action.
- •Follett suggested that making every employee an owner in the business would create
- •The Hawthorne Studies Focused Attention on the Human Side of Organizations.
- •Maslow Described a Hierarchy of Human Needs with Self-Actualization at the Top. The
- •Maslow’s progression principle is that a need at any level becomes activated only
- •Maslow’s work, along with the Hawthorne studies, surely influenced another prominent management theorist,
- •Theory X assumes people dislike work, lack ambition, are irresponsible, and prefer to
- •Argyris Suggests That Workers Treated As Adults Will Be More Productive. Ideas set
- •Argyris clearly believes that when problems such as employee absenteeism, turnover, apathy, alienation,
- •Rapid Review • Follett’s ideas on groups, human cooperation, and organizations that served
- •• Managers use quantitative analysis and tools to solve complex problems. • Organizations
- •In our world of vast computing power and the easy collection and storage
- •Analytics is the systematic use and analysis of data to solve problems and
- •Problem: A big box retailer is trying to deal with pressures on profit
- •Operations management is the study of how organizations produce goods and services.
- •An open system transforms resource inputs from the environment into product outputs.
- •Contingency thinking tries to match management practices with situational demands.
- •Quality Management Focuses
- •Any research following the scientific method will display the following characteristics:
- •Rapid Review • Advanced quantitative techniques in decision sciences and operations management help
- •Learn About Yourself
- •Ethics and Social Responsibility
- •• Ethical behavior is values driven. • Views diff er on what constitutes
- •Consider this situation. About 10% of an MBA class at Duke University were
- •Terminal values focus on desired ends or what someone wants to achieve, such
- •Views Differ on What Constitutes Moral Behavior
- •Utilitarian View A business owner decides to cut 30% of a small firm’s
- •Justice View A behavior is ethical under the justice view of moral reasoning
- •Interactional justice focuses on treating everyone with dignity and respect. For example, does
- •The moral rights view considers behavior to be ethical when it respects and
- •Cultural relativism suggests there is no one right way to behave; cultural context
- •Ethical imperialism is an attempt to impose one’s ethical standards on other cultures.
- •I define an unethical situation as one in which I have to do
- •People Have a Tendency to Rationalize Unethical Behavior.
- •“It’s not really illegal.” Wrong—this implies that the behavior is acceptable even in
- •Ethical frameworks are wellthought-out personal rules and strategies for ethical decision making.
- •Rapid Review • Ethical behavior is that which is accepted as “good” or
- •An immoral manager chooses to behave unethically. An amoral manager fails to consider
- •Ethics training seeks to help people understand the ethical aspects of decision making
- •Discrimination—“Factories shall employ workers on the basis of their ability to do the
- •Rapid Review • Ethical behavior is influenced by an individual’s character and represented
- •The way organizations behave in relationship with their many stakeholders is a good
- •Perspectives Differ on the Importance of Corporate Social Responsibility.
- •Shared value approaches business decisions with understanding that economic gains and social progress
- •Rapid Review • Corporate social responsibility is the obligation of an organization to
- •Concepts of Leader and Manager
- •Comparison bet. Leadership and Management
- •Comparison bet. Administration & Management
- •Administration Versus Management
- •Contd.
- •Productivity Orientation
- •Human Relation Orientation
- •Process Orientation
- •Decision-Making Orientation
- •Contd.
- •Systems Approach
- •Contd.
- •System approach
- •Function of Management
- •Planning
- •Contd.
- •Contd.
- •Contd.
- •Organizing
- •Organizing involves:
- •Contd.
- •Leading
- •Contd.
- •Controlling
- •Principles of management that will apply in different situations
- •“Management by Objectives”
- •Contd.
- •“Division of Labor”
- •Contd.
- •“Coordination of Activities” or “Convergence of work”
- •“Substitute of Resources”
- •“Functions Determine Structure”
- •“Delegation of Authority”
- •Contd.
- •Contd.
- •“Management by Exception”
- •General Principles of Management-
- •Division of work: This is the specialization that economists consider necessary for efficiency
- ••Subordination of individual to general interest: This is self explanatory when the two
- •Initiative: Initiative is conceived of as the thinking out and execution of a
- •The Environment
- •Decision making/Problem Solving Steps
- •Six Criteria to Systematically Evaluate Ideas
- •The Overall Planning Process
- •Strategic Goals
- •How Goals Facilitate Performance
- •Plans According to Extent of Recurring Use
- •The Strategic Management Process
- •The functional structure of organization
- •Matrix organisation structure
- •Tall organisational structure with seven
- •Flat organisation with three(3) levels
- •Methods of Horizontal Co-ordination
- •Horizontal coordination methods for increasing information-processing capacity
- •Formal and informal groups in an organisation
- •The Control Process
- •Steps in the control process
- •Four levers of strategic control
- •Thank You
Controlling is the process of measuring work performance, comparing results to objectives, and taking corrective action as needed. As you have surely experienced, things don’t always go as planned. When managers control, they stay in contact with people as they work, gather and interpret information on performance results, and use this information to make adjustments.
Managers Perform Informational,
Interpersonal, and Decisional Roles.
Agenda Setting Agendas are important in management, and it is through agenda setting that managers identify clear action priorities. These agendas may be incomplete and loosely connected in the beginning. But over time, as the manager uses information continually gleaned from many different sources, the agendas become more specific. Kotter says the best managers always keep their agendas in mind so they can quickly recognize and take advantage of opportunities to advance them.
Managers engage in networking to build and maintain positive relationships with other people, ideally those whose help might be useful someday in fulfilling their agendas. Successful managers work hard to network with peers, members of their work teams, Many are expected to network even more broadly, such as with customers, suppliers, and community representatives. Think of networking as a pathway to social capital—the capacity to attract support and get things done through the help of people you know and with whom you relate well. Example.The executive in the preceding situation needed help from someone who did not report directly to her. She couldn’t order the staff person to help her out, but this wasn’t a problem. Because of social capital in their relationship, the person was happy to help when asked.
A technical skill is the ability to use a special proficiency or expertise to perform particular tasks. Accountants, engineers, market researchers, financial planners, and systems analysts, for example, have obvious technical skills. Other baseline technical skills for any college graduate today include written and oral communication, computer literacy, and math and numeracy. In Katz’s model, technical skills are very important at career entry levels. So how do you get them? Formal education is an initial source for these skills, but continued training and job experiences are important to develop them. Why not take a moment to inventory your technical skills, the ones you have and the ones you still need to learn? Katz tells us that the technical skills are especially important at job entry and early career points. You want to be ready the next time a job interviewer asks the bottom-line question: “What can you really do for us?”
The ability to work well with others is a human skill, and a foundation for managerial success. How can we excel at networking, for example, without an ability and willingness to relate well with other people? How can we develop social capital without it? A manager with good human skills will have a high degree of self-awareness and a capacity to understand or empathize with others. You would most likely observe this person working with others in a spirit of trust, enthusiasm, and genuine involvement. A manager with good human skills is also likely high in emotional intelligence (EI). Example: Considered an important leadership attribute, EIis defined by scholar and consultant Daniel Goleman as the “ability to manage ourselves and our relationships effectively.” He believes that emotional intelligence is built on the five foundations shown in the nearby box.
Conceptual Skill The ability to think critically and analytically is a conceptual skill. It is the capacity to break down problems into smaller parts, see the relations between the parts, and recognize the implications of any one problem for others. Recruiters have described it as “forming your own opinion from a variety of different sources” and “the ability to work with data, to accumulate it, analyze it [and] synthesize it, in order to make balanced assessments and smart decisions.
Conceptual skills are important for all managers but gain in relative importance as we move from lower to higher levels of responsibility. This is because the problems faced at higher levels are oft en ambiguous and unstructured, accompanied by many complications and interconnections, and full of longer-term consequences for people and organizations