What is

management
Achieving high performance
Managerial function
Types of manager
Recent changes in management hierarchy
Managerial roles and skills
Challenges for management in global
environment
High performance
organizations
Efficiency : A measure of how well or
productivity resources are used to achieve a
goal
Effectiveness: A measure of the
appropriateness of goals an organization is
pursuing and of the degree to which the
organization achieve these goals
Why study management
First culture resource are valuable( skilled
employees raw material like oil and land,
computers and information systems )
Second most people are not manager but
they have to deal with their bosses and their
coworker
Third people are in competition for very
important resource
Managerial function
Planning : choose appropriate organizational goals
and courses of action to best achieve those goals
Organizing: establishing task and authority
relationship that allow people to work together to
achieve organizational goals
Leading: motivate, coordinate, and energies
individual and groups to work together to achieve
organizational goals
Controlling : establishing accurate measuring and
monitor systems to evaluate how well the
organization has achieve its goals
Types of managers
To perform efficiently and effectively large
organizations rely on three type of managers
First line managers: who is responsible for the
daily supervision of non managerial employees
Middle managers: who supervise first line
mangers and is responsible for the beat way to use
the resources to achieve the organizational goals
Top manager: who establishes organizational
goals, decide how department should interact, and
monitor the performance of the middle managers
Recent changes in managerial
hierarchies
Task and responsibilities of managers changing
dramatically due to global competition and
advance in new information technology
Restructuring: downsizing an organization by
eliminating the jobs of large numbers of top,
middle and non managerial employees
Respond to low cast global competition
Restructuring can produce negative effect
Empowerment : expending employees task
and responsibilities
Empowerment: expending employees task
and responsibilities
Self managed team: a group of
employees who supervise their own activities
and monitor the quality of the goods and
services they produce
Managerial role: the specific tasks a person
is expected to perform because of position he
or she hold in an organization
Managerial role
Decisional: entrepreneur, disturbance
handler, resource allocator, negotiator
Informational : Monitor, disseminator,
spokesperson
Interpersonal: figure head , leader, liaison
Challenges for management in
global environment
Increase efficiency
Increase quality
Increase speed , flexibility, and innovation
Increase responsiveness to customer
Maintaining ethical standards
Managing diverse work force
Utilizing information technology and e-
commerce
Integrative model of management
Change

Environm
culture
ent Complexity
of
manageme
nt

diversit
Ethics
y
Evolution of Management
Efficiency and effectiveness that guided the
evolution of management theory
Classical theories
Managing the people
Administrative theory
Behavioral management theories
Management sciences theories
Contemporary viewpoint : organizational
environment theory
Managing diversity
Evolution of Management
Open system
Contingency theory
Mechanistic and organic structure
Classical theories
Management is not new process(great wall of
china, Egyptian pyramid )
Division of labor ( Adam smith , the wealth of
nation 1776)
What is best method of managing the labor
Evolution of modern management (closing
decades of nineteenth centaury)
In new economic climate organizations are findings
new way to satisfy customer
Unprepared for challenges due to changes from
small scale to large scale
Job specification and the division of
labor
Job specification: the process by which
division of labor occurs a different workers
specialize in different task over time
Scientific management: the system study
of the relationship between people and task
for the purpose of redesigning and work
process to increase efficiency( Frederick W
Taylor, 1856-1915 )
Frederick W Taylor
Four principal to increase efficiency
1. Develop science for each element of the job,
which replace the old rule-of-thumb method
2. Managers should scientifically select and then
train , teach and develop the worker
3. Managers should actively cooperate with worker
to ensure all work is being done in accordance
with principal of science develop
4. Equal division of work and responsibilities
between management and worker
.Create hardship then gain
Gilberts (1878- 1972)
Time and motion study
Break up and analyze every individual action to perform
particular task into each of its component study
Find better ways to perform each component action
Recognize each of the component action so that action
as a whole could be performed more efficiently
Study of the fatigue
Physical characteristic and job stress , lighting, heating,
colors of walls, design of the tools and machine
Boring and Monotonous as a result of scientific
management
Administrative management theory
How to create an organizational structure that leads
to high efficiency and effectiveness
Theory of bureaucracy: ( Max Weber 1864- 1920)
German undergoing its industrial revolution: ensure
efficiency and effectiveness
Five characteristic of bureaucracy
1. Division of labor
2. Hierarchy of authority
3. Formal rules and procedures
4. Impersonality
5. Promotion and selection based on merit
Fayal's principles of management
(1841-1925 French mining company)
14 principle essential for efficiency
1. Division of labor
2. Authority and responsibility
3. Unity of command ( received order from one
authority )
4. Line of authority( length of command )
5. Centralization
6. Unity of direction (single plan of action)
7. Equity : all members of organization entitled to be
treated with justice and respect
8. Order
9. Initiative
10. Discipline
11. Remuneration of personnel
12. Stability of tenure personnel
13. Subordination of individual interests to the
common interest
14. Esprit de corps : manager should encourage the
development of shared feelings of comradeship,
enthusiasm, or division to common cause
Planning-organizing-commanding- coordinating
-controlling
Equity
Justice
Impartiality
Fairness
Organizational members are entitle to all
above
Behavioral management theories
Transformation from Europe to English states and
USA
F .W Taylor is considered father of management
thoughts and Mary parker Follett (1868-1933)
serve as its mother
B M is the study of how managers should behave
to motivate employees , encourage them to
perform at high level and to be committed to the
achievement of organizational goal
Initiative : the ability to act on ones own, without
direction from superiors
Line authority
The chain of command extending from
bottom to top
Hot Debate on authority
Horizontal and vertical authority
Expertise and Knowledge as important
sources of managers authority
Authority is essential for effective
management
The Hawthorne studies and human
relation
Hawthorn works of western electric
company( 1924-1932)
Physical characteristics of work setting like
the level of lightning or illumination
Effect of the number and rest of the period and
work hour
Fatigue and monotony
work setting on the basis of gender
Finding that managers behavior or leadership
approach can affect workers performance level
Human relation
movement
Idea that supervisors should receive behavioral
training to manage subordinate in ways that elicit
their cooperation and increase their productivity
Informal organization : the system of behavioral
rules and norms that emerge in group
Organization behavior : study of factors that
effect how individual and groups respond to and
act in organization
Theory X and Theory Y : Manager task-create
work setting- encourage commitment-
imaginative-initiative and self direction
Management science
theory
An approach to management that uses rigorous
quantitative technique to help managers make
optimum use of organizational resource
Quantitative management: linear and non linear
programming- Modeling-simulation-
queing(mathematical study of waiting lines,
orqueues. Inqueueing theory, a model is
constructed so thatqueuelengths and waiting time
can be predicted) and (chaos theory : deals with
nonlinear things that are effectively impossible to
predict or control, like turbulence, weather, the stock
market, our brain states
Operation management: set of technique
use to analyze and aspects of an
organizational production systems to increase
efficiency
Total quality Management: TQM focus on
analyzing an organizations input , conversion
and output activities
Management Information System(MIS)
helps managers design information system
that provide information about events
occurring inside the organization as well in its
external environment
Contemporary view
points
Organizational environment theory : A
set of forces and condition that operate
beyond on organizations boundaries but
affect a managers ability to acquire and
utilize resources
Organization is to consider how effective its
managers are obtaining scares and valuable
resources
Importance can became clear after the
development of open system theory
contingency theory
Open system view

Sales of
Conversion out put
stage allow
Input stage Out put organizatio
.Machinery
stage n to obtain
. Raw .computers
Goods new
material . Human
.money and skills
services supplies of
material Profits/losses inputs
Human Employees
resource satisfaction