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PRINCIPLESOF MANAGEMENTThe Basics in Management1

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Management is the process of designing and

maintaining an environment in which individuals,working together in groups, efficientlyaccomplish selected aim(s) to create asurplus(s).

. Weihrich &Koontz

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Additionally, Managers need to factor in externalenvironmental forces:

Organization

Economic

Political Regulatory

Societal

Technological

Globalization

For maximum benefit to the organization

What is a Managers Job ?

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4

Interpersonal

InformationalDecisional

Managerial Roles(Mintzberg)

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5

Mintzberg's Set of Ten Roles

Details of Roles
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Management: roles & skillsManagerial Roles (Mintzberg)

Role Description Examples

Interpersonal

Figurehead symbolic head; required to show Ceremonial,face in social & legal conditions. Civic etc.

Leader Motivating & directing subordinates Project planLiaison Networking outside for information Favors group meets

Informational

Monitor nerve centre and interpretation ReportsDisseminator networking within the organization Meetings etc.Spokesperson Transmit intent to outsiders; expert Board Meets

Decisional

Entrepreneur Opportunity finding& reacting Strategy Plan

Trouble shooter Handling unexpected disturbance Contingency

Resource allocator Initiating/approving changes Budgeting

Negotiator Getting best deal for Organization Contracts

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Managerial Skills(Katz & others)

Technical Skills:

Application of specialized

knowledge or expertise

acquired though formal

training & its use.

Human Skills:

Ability to work with people,

understand and motivate

groups & individuals. Conceptual Skills:

Mental ability to recognize,

analyze, diagnose and think

through complex situations.

Skills Needed

Board

Exec.

Mgr.

Supr.

Management: roles & skills

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BASIC MANAGERIAL FUNCTIONS

Organizing

Planning

Controlling

Leading

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Staffing

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Management Process and Goal Attainment

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Management and Organizational

Resources

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Planning involves tasks

that must be performed to

attain organizational goals,

outlining how the tasksmust be performed, and

indicating when they

should be performed.

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Planning

Determining organizational goals and

means to reach them

Managers plan for three reasons

1. Establish an overall direction for the

organizations future

2. Identify and commit resources to achieving

goals

3. Decide which tasks must be done to reach

those goals

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Organizing means assigning the

planned tasks to various

individuals or groups within the

organization and cresting a

mechanism to put plans into

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Organizing

Process of deciding where decisions will be made, who

will perform what jobs and tasks, and who will report

to whom in the company

Includes creating departments and job descriptions

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Leading (Influencing) means guiding

the activities of the organization

members in appropriate directions.

Objective is to improve productivity.

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Leading

Getting others to perform the necessary tasks

by motivating them to achieve the

organizations goals

Crucial element in all functions

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1. Gather information that measures recent

performance

2. Compare present performance to pre-

established standards-

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Systems approach to Management contd.

Inputs: 5 Ms of Management

Inputs or the resources managers deal with are:

Man: human resources, both inside and connected with anorganization;

Materials: goods (hard & software, processed or semi-finished) and services required to create the sellable end

product; Machines: technology and expertise deployed towards the

transformation process;

Methods:systems, procedures and processes seamlessly puttogether for the transformation;

Measurement: score-keeping and in-process monitoringcontinuously with due feedback to keep on-course on time.

Money is required for generating all theses Ms managers needto acquire, deploy, generate and distribute money as a primaryneed for business! 19

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Stake: Something wagered or risked;

an interest in an enterprise with contingent gain orloss Websters dictionary

Holders who have stake in Business:

Shareholders:are the owners. They have put intheir money in the enterprise, expecting better

returns from it than from other ventures; Society: includes the State, provincial and local

governments for the improvement of quality oflifeof its citizens;

Output for Stake-holders in Business:

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Suppliers:continuity of their enterprise depends onthe success of the customer enterprise;

Customers: require the goods and servicesprovided by the enterprise, better than those from its

competitors. The enterprise is, in turn, a supplier toits customers;

Employees: livelihood depends on the progressand success of the employing enterprise;

There is a freedom ofchoice (for association)between each of these stake-holders and theenterprise in the longer term:

But they sink or swim together in the shorter term

Output for Stake-holders in Business contd.

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by the process of

Planning

+ Organizing

+ Staffing

+ Leading

+ Controlling

to accomplish certain pre-determined, (asderived from stakeholder needs) goals or

objectives


Management as a system transforms inputs:

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Inputs(Goal

Oriented)

Outputs(External

ToOrgnzn.)

Planning

Organizing

Staffing

Leading

Controlling

Product/Services,Profits, Customer &Societal satisfaction,

Other Long-term Goals

Man, MachineMaterial,Method,

Measurement

Stake holder Feedback (reenergizing the system)

EXTERNAL ENVIRONMENT(Opportunities, Constraints)

Stakeholders

Shareholders;Society; Customers;

Employees; Suppliers


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A MODELOF MANAGERIAL COMPETENCIES

TeamworkCompetency

Global

AwarenessCompetency

Strategic

ActionCompetency

Planning and

AdministrationCompetency

Self-Management

Competency

Communication

Competency

Managerial

Effectiveness

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Introductory Concepts: What Are

Managerial Competencies?

Competency a combination of knowledge,

skills, behaviors, and attitudes that contribute topersonal effectiveness

Managerial Competencies sets of knowledge,

skill, behaviors, and attitudes that a personneeds to be effective in a wide range of positions

and various types of organizations25

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BASIC LEVELSOFMANAGEMENT

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LEVELSOF MANAGEMENT

First-line Managers: have direct responsibility forproducing goods or services Foreman, supervisors,clerical supervisors

Middle Managers:

Coordinate employee activities

Determine which goods or services to provide

Decide how to market goods or services to

customersAssistant Manager, Manager (Section Head)

Top Managers: provide the overall direction of anorganization Chief Executive Officer, President, Vice

President

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FIRSTLINE

MANAGERS

/ENT

RY

LEVELMANA

GERS

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The initial management job that

most people attain is typically a

first-line management position,such as a team leader or

supervisor a person in

charge of smaller work units

composed of hands-on workers.

Job titles for these first-line

managers vary greatly, but

include such designations as

department head, group leader,and unit leader.

First-line managers ensure that

their work teams or units meeterformance ob ectives, such as

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First-line Managers

Directly responsible for production of goods or services

Employees who report to first-line managers do the

organizations work

Spend little time with top managers in large organizations

Technical expertise is important

Rely on planning and administration, self-management,

teamwork, and communication competencies to get work

done29

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MIDDLE

MANAGER

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Middle managers report to top

managers and are in charge of

relatively large departments or

divisions consisting of several smaller

units.

Examples of middle managers

include clinic directors in hospitals;

deans in universities; and divisionmanagers, plant managers, and

branch sales managers in

businesses.

Middle managers develop and

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Middle Managers

Responsible for setting objectives that are consistent with

top managements goals and translating them into specific

goals and plans for first-line managers to implement

Responsible for coordinating activities of first-linemanagers

Establish target dates for products/services to be delivered

Need to coordinate with others for resources

Ability to develop others is important Rely on communication, teamwork, and planning and

administration competencies to achieve goals

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TOP

LEVEL

MANAGERS

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Managers at this level ensure that

major performance objectives are

established and accomplished.

Common job titles for top managers

include chief executive officer (CEO),

chief operating officer (COO),

president, and vice president. These

senior managers are considered

executives, responsible for the

performance of an organization as a

whole or for one of its significant parts

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Top Managers

Responsible for providing the overall direction of an

organization

Develop goals and strategies for entire organization

Spend most of their time planning and leading

Communicate with key stakeholdersstockholders,

unions, governmental agencies, etc., company

policies

Use of multicultural and strategic action

competencies to lead firm is crucial 33

Management Level and Skills

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Management Level and Skills

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Maslow Need Hierarchy

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Maslow Need Hierarchy

Following are some of the skills and personal characteristics

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Leadership ability to influence others to performtasks

Self-objectivity ability to evaluate yourself

realistically

Analytic thinking ability to interpret and explainpatterns in information

Behavioral flexibility ability to modify personalbehavior to react objectively rather than subjectively to

accomplish organizational goals

Oral communication ability to express ideas clearly

Following are some of the skills and personal characteristics

that the American Assembly of Collegiate Schools of Business

(AACSB) emphasis

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5, 5

Middle of the Road

Management

C

ONCERN

FOR

PEOPLE

CONCERN FOR PRODUCTION

low

Low High

High 1,9 Country Club

Mgmt

Team Mgmt 9,9

1,1 Impoverished

MgmtAuthority Compliance 9,1

X & Y axis on a scale of 1 9

THE LEADERSHIP GRID : Source: Scientific Methods Inc.

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Myth: The manager is a reflective, methodical

planner. Reality: The average manager is swamped by

trivialities and crises and spends only nine minutes

or so on any activity.

Myth: The effective manager has no regular dutiesto perform.

Reality: Managers attend upper managementmeetings, meet regularly with employees,

coworkers, and potential clients, and absorb andprocess information on a continued basis.

Myth: The manager's job is a science.

Reality: Managers rely heavily on interaction and

judgment.

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Myth and Reality in principles of Management

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MYTHAND REALITYINPRINCIPLESOF

MANAGEMENT CONTD

Myth: Managers are self-starters, self-directed, andautonomous.

Reality: Good managers are self-managing: Theyaccept autonomy, while seeking input from

supervisors.

Myth: Good managers seek out the informationthey require.

Reality: Managers don't always have access to

information they need.

Myth: Competition among managers is good forbusiness.

Reality: Collaboration (the pooling of resources)

d ti ( ki t th )

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