Lecture 1

Fundamentals of ManagementBBA - 2009

Salmaan RahmanLecture 1

Introduction to ManagementChapters 1 & 2

Who are Managers?

• Definition becomes more difficult with time• Organizations and the business world keeps evolving• Roles change with time• At its simplest, companies employ two categories of

people:– Non-managerial employees– Managerial employees

• What separates managerial employees from other employees?

Managers:

• Managers can be defined through– Roles– Functions– Skill– Authority

• At its simplest:– Non-managerial employees work directly on a task or job.– Managers are those figures to whom non-managerial

employees report to

So. . . a manager is:• Someone who works with and through other

people to coordinate and integrate work activities in order to accomplish organizational goals. – Entire organization, a department, a team, or a

single person

Managers: classification

• Firstline– Lowest Level– manage the work of non-managerial employees directly

(supervisors, shift managers, foremen, etc• Middle

– All levels between firstline and top management– Manage the work of firstline managers– Regional, project leader, plant manager, division manager

• Top– Executive vice president, president, CEO, Chairman– Responsible for making strategic decisions, setting goals, and plans

that affect entire organization

Copyright © 2005 Prentice Hall, Inc. All rights reserved.

1–6

Exhibit 1.1

Managerial Levels

What is Management?• At its simplest:

– Management is what managers do

• Management is the coordinating of work activities so that they are completed efficiently and effectively

• Efficiency: getting the most output from the least amount of imputs (doing things right)

• Effectiveness: doing those work activities that meet organizational goals (doing the right things)

• Successful organizations are those who combine high effectiveness with high efficiency.

What do Managers do?

• No two jobs are alike!

• Three basic categorization schemes:– Functions– Roles– Skills

Management functions:

• Four functions– Planning– Organizing– Leading– Controlling

»Henri Fayol

• Planning– Defining goals, strategy, plans

• Organizing– What needs to be done, who

does it, how it will be done, when

• Leading– Directing and motivating all

parties, resolving conflicts

• Controlling– Monitoring activities to

ensure goals are reached.


1–10

Exhibit 1.3

Management Functions

Management Roles• Interpersonal Roles– Figurehead, leader, Liaison– Involve people

• Informational Roles– Monitor, disseminator, spokesperson– Involves information – receiving, collecting and

disseminating• Decisional Roles– Entrepreneur, disturbance handler, allocator, negotiator– Involves making choices

» Henry Mintzberg

Management Skills

• Managers jobs are varied and complex• Managers require skills to perform the duties

and activities required of them– Technical Skills– Human Skills– Conceptual Skills

» Robert L. Katz

1–13

Exhibit 1.6a

Conceptual Skills

• Using information to solve business problems• Identifying 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

Interpersonal (Human) 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


1–15

Exhibit 1.5

Skills Needed at Different Management Levels

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

Effectiveness Skills

• The ability to fulfill corporate mission, departmental objectives

• Customer focus• Multitasking: working at multiple tasks in parallel• Negotiating skills• Project management• Review operations and implementing improvements• Set and maintain performance standards• Set priorities for attention and activity• Time management


1–18

Exhibit 1.7

Management Skills and Management Function Matrix


1–19

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.

Lecture 1

Documents

Transcript of Lecture 1