Management

Chapter 1
Introduction to Management and
Organization

Chapter Objective

Introduction of managers and management

Who are the managers and what the
management is
What the managers do and what the
organization is
Why it is important to study the
management

WHO ARE MANAGERS

Traditional View
They were the organizational members who
told others what do and how to do.
Features
1.
It was easy to distinguish between managers and
non managerial employees.
2.
The non managerial means that they had to work
directly on the task and no one was reporting to
them.

Need for redefining the Managers

The changing nature of organization and work
has blurred the clear lines of distinction
between managers and non managerial
employees.
Many traditional non managerial jobs now
include managerial activities.

Manager (Definition)

A manager is some one who works with

and through other people by coordinating
their work activities in order to accomplish
organizational goals.

Manager

A managers job is not about personal

achievement, it is about helping others do their
work and achieve.
It may involves coordinating with the activities of
a single person or a department.
It may involves the activities of people from
different departments and even the people outside
the organization.

Classification of Managers

1.
2.

3.

First Line Managers

Lowest level of management.
Manage the work of non managerial
employees who are directly or indirectly
involved in the production.
They are also called supervisors.

Middle Managers

Managers between the first line and top

managers.
They use to manage the work of first line
managers.
They may be called Regional Managers,
Plant Manager, Project Manager or
Division Manager.

Top Managers

Managers at the top level or near the top

level of the organization.
They are responsible for making the
organization-wide decisions.
They establish the goals and plans that
affect the entire organization.

What is Management
(Definition)

Management is coordination work

activities so that they are completed
efficiently and effectively with and
through other people.

Efficiency

Getting the most output from the least

amount of inputs.
It is also referred to doing the things
right means no wastage of resources
which are scarce.
Efficiency is concerned with the
means of getting the things done.

Effectiveness

It refers to doing the right things.

Effectiveness means completing activities so that
organizational goals are attained.
Effectiveness is concerned with the ends or
attainment of goals.
Good management takes both efficiency and
effectiveness hand to hand.
Poor management means inefficiency and
ineffectiveness or to be effective with
inefficiency.

What do Managers do
Three specific categorization

Functions approach
Roles approach
Skills approach

MANAGEMENT FUNCTIONS

Planning
Organizing
Leading
Controlling

Planning

It involves defining goals

establishing strategies for achieving those
goals
and developing plans to integrate and
coordinate activities.

Organization

1.
2.
3.
4.
5.

It is management function that involves in

determining
What tasks are to be done
Who is to do them
How the tasks are to be grouped
Who reports to whom
And where decisions are to be made

Leading

1.
2.
3.
4.

Management function that involves

Motivating subordinates
Influencing individuals or teams as they
work
Selecting the most effective
communication channels
Or dealing in any way in employee
behavior issue

Controlling

2.

Management function that involves

Monitoring of actual performance
Comparing actual to standard

3.

Taking correcting action if necessary

1.

Mintzbergs Management Roles

Interpersonal Roles
Informational Roles
Decisional Roles

Interpersonal Rolls
Description

Figurehead: Symbolic

legal or social nature.

head, obliged to perform a

number of routine duties of a

Leader:Responsible for
motivation of subordinates,
staffing, training and
associated duties

Identifiable
Activities

Liaison:Maintains a self

developed network of outside

contacts and informers who
provide favors and
information.

Greeting visitors signing

number of documents.
Performing virtually all
activities that involve
subordinates.
Acknowledge mails,
doing external board
work performing other
activities that involves
outsiders.

Informational Roles
Description

Monitor:Seeks and receives

wide variety of internal and
external information to
develop thorough
understanding of organization
and environment.

Disseminator: Transmit

information received from

outsiders or from subordinates
to members of the
organization.

Identifiable
Activities

Spokes Person:Transmit
information to outsiders on
organizations plan, strategy,
action and results.

Reading periodical
reports and maintaining
the personal contacts.
Holding informational
meetings, making phone
calls to relay information.
Holding board meetings,
giving information to the
media.

Decisional
Rolls Description

Entrepreneur

Searches organization and its

environment for opportunities and
initiates improvement projects to
bring about changes
Disturbance Handler
Responsible for corrective action
when organization faces
important and unexpected
disturbance.
Resource Allocator
Responsible for the allocation of
organizational resources of all
kinds making or approving all
significant organizational
decisions.
Negotiator
Responsible for representing the
organization at important
negotiations.

Identifiable
Activities

Organizing strategy and

review sessions to
develop new programs.
Organizing strategy and
review sessions involving
the disturbance and crisis.
Any activity that involves
the budgeting and
programming of the
subordinates work.
Participation in union
contract negotiation.

Management Skills
by Robert L. Katz

Technical Skills
Human Skills
Conceptual skills

Technical Skills

Knowledge and proficiency in certain

specialized field.
These skill are more important at lower
level of management as they have direct
dealing with the employees doing the
organizational work directly.

Human Skills

The ability to work well with other people

individually and in a group.
It is most important because managers directly
deals with other.
The managers with good human skill can get out
the best because they know how to lead, motivate
and build enthusiasm and trust.
It is most appropriate at middle level
management.

Conceptual Skills

The ability to think and to conceptualize about

abstract and complex situations.
These skills are more appropriate at top level.
Using these skills managers must be able to see
the organization as a whole, understand the
relationship among its sub units and visualize
how the organization fits in to broader
environments.

Management skills
By American Management Association

Conceptual Skills
Communication Skills
Effectiveness Skills
Interpersonal Skills

Conceptual Skills

Ability to use information to solve business

problems.
Identification of opportunities for innovations.
Recognizing problem area and implementing
solutions.
Selecting critical information from masses of data.
Understanding of business and usage of
technology.
Understanding of organization's business model.

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 or graphic form.

Effectiveness Skills

Contributing to corporate mission and objectives.

Customer focus.
Multitasking: working at multiple tasks parallel.
Negotiating skills.
Project management.
Reviewing operations and implementing
improvements.
Setting and maintaining performance standard
internally and externally.
Time Management.

Interpersonal Skills

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.

How the Managers Job is

changing
CHANGE

Changing Technology
(Digitization)

INCREASED THREAT
TOSECURITY

IMPACT OF CHANGES
Shifting organization boundaries
Virtual workplace
More Mobile work place
Flexible work arrangement
Empowered employees

Risk Management
Work life Personal Life Balance
Restructured work place
Discrimination concerns
Globalization concerns
Employee Assistance

CHANGE
INCREASED EMPHASIS ON
ORGANIZATIONAL AND
MANAGERIAL ETHICS

INCREASED COMPETITIVENESS

IMPACT
Redefined values
Rebuilding Trust
Increased accountability.
Customer Service
Innovation
Globalization
Efficiency/productivity.

IMPORTANCE OF CUSTOMERS TO THE

MANAGERS JOB

Employees play a big role in customers satisfaction.

Managers are beginning to feel and understand that
delivering a good and consistent service is essential in
todays competitive environments and employees are
important part of that equation.
To make an organization customer responsive the
employees should be friendly and courteous, accessible,
knowledgeable, prompt in responding to customer needs
and willing to do what is necessary to please.

IMPORTANCE OF INNOVATION
TO MANAGERS JOB

Nothing is more risky that being non innovative.

Innovation means doing things differently,
exploring new territories and taking risks.
The Managers have to create and encourage the
environment in which employees feel free to
innovate.

WHAT IS AN ORGANIZATION
A deliberate arrangement of people to accomplish
some specific purpose.
CHARACTERSTICS
(GOAL, PEOPLE, STRUCTURE)
Each organization has a distinct purpose. This
purpose is expressed in terms of goals.
It is composed of people.it takes people to perform
what is necessary to achieve the organizational
goal.
All organizations develop some structures so that
their members can do the work.

THE CHANGING ORGANIZATION

The concept of organization is changing, it is no
longer appropriate to assume that organizations
are structured, clearly identifiable divisions,
departments and work units.
The world has changed. Technology, societal,
economic, political, global, changes have created
an environment in which successful organization
must embrace new ways to get the work done.

THE CHANGING ORGANIZATION

TRADITIONAL
ORGANIZTION

STABEL
INFLEXIBLE
JOB-FOCUSED
WORK IS DEFINED BY JOB
POSITIONS
INDIVIDUAL ORIENTED
PERMANENT JOBS
COMMAND ORIENTED

NEW
ORGANIZATION

MANAGERS ALWAYS MAD

DECISIONS

RULE ORIENTED

DYNAMIC
FLEXIBLE
SIKLLS FOCUSED
WORK IS DEFINED IN
TERMS OF TASKS TO BE
DONE
TEAM ORIENTED
TEMPORARY JOBS
INVOLVEMENT ORIENTED
EMPLOYEES
INVOLVEMENT
INDECISION MAKING
CUSTOMER ORIENTED

The changing organization

RELATIVELY
HOMOGENEOUS
WORKFORCE
WORKDAYS DEFINED
AS 9 TO 5
HIERARCHICAL
RELATIONSHIPS
WORK AT
ORGANIZATIONAL
FACILITY DURING
SPECIFIC HOURS

Diverse work force.

Work days have no time

boundaries.
Laterals and networked
relationships.
Work any where any
time.

UNIVERSALITY OF MANAGEMNT
We study Management because of its
universality.
The Management is needed at all types and
sizes of organizations, at all levels of
organizations, in all organizational areas in
all the countries and around the globe.

REALITY OF WORK

An other reason of studying the

management that after completing your
studies you will start your career. You will
either manage or be managed.
One can get great insight of the way your
boss behave or organizational working by
studying management.

REWARD OF BEING A
MANAGER

To create an environment where organization member can

work to the best of their abilities.
Have to be creative and imaginative.
Help other finding meaning and fulfillment.
Support, coach and nurture others.
Work with variety of people.
Receive recognition and status in the society.
Play a role in influencing the organization outcome.
Appropriate compensation in forms of salaries, allowances
and bonuses.
Good Managers need of organization.

Challenges of being a Manager

Hard Work.
Have to deal with variety of personalities.
Often have to do with limited resources.
Motivate workers in chaotic and uncertain
situations.
Successfully blend knowledge, skills, ambitions,
and experiences of a diverse work group.
Success depends on other work performance.