managemnt 1

8/6/2019 managemnt 1

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Managers

and

Managing

Managers

and

Managing


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Management Key Conceptsy Organizations:People working together and

coordinating their actions to achieve specific goals.

y Goal: Adesired future condition that theorganization seeks to achieve.

y Management: The process of using organizationalresources to achieve the organizations goals by... Planning, Organizing, Leading, and Controlling


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Additional Key Conceptsy Resources are organizational assets and include:

People, Machinery, Raw materials, Information, skills, Financial capital.

y

Managers are the people responsible for supervisingthe use of an organizations resources to meet itsgoals.


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Achieving HighPerformancey Organizations must provide a good or

service desired by its customers. Steve Jobs ofApple Computer manages

his firm to provide quality computers. Physicians, nurses, and health care

administrators seek to provide and carehealing from sickness.

McDonalds restaurants provideburgers, fries and shakes that peoplewant to buy.


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OrganizationalP

erformance

OrganizationalP

erformanceMeasures how efficiently and effectively managers useresources to satisfy customers and achieve goals.

Efficiency:Ameasure of how well resources are usedto achieve a goal.Usually, managers must try to minimize the input

of resources to attain the same goal.

Effectiveness: Ameasure of the appropriateness ofthe goals chosen (are these the right goals?), and thedegree to which they are achieved.

Organizations are more effective when managerschoose the correct goals and then achieve them.


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Efficiency, Effectiveness, and

Performance in Organizations


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Managerial Functionsy Henri Fayol was the first to describe the four

managerial functions when he was the CEO of alarge mining company in the later 1800s.

y Fayol noted managers at all levels, operating in a forprofit or not for profit organization, must performeach of the functions of:

Planning,

Organizing,

Leading,

Controlling.


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Four Functions of Management


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PlanningPlanning is the process used by managers to

identify and select appropriate goals and coursesof action for an organization.

3 steps to good planning :1. Which goals should be pursued?

2. How should the goal be attained?

3. How should resources be allocated?

The planning function determines how effectiveand efficient the organization is and determinesthe strategy of the organization.


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O

rganizingy In organizing, managers create the structure ofworking relationships between organizationalmembers that best allows them to work togetherand achieve goals.

y Managers will group people into departmentsaccording to the tasks performed.Managers will also lay out lines of authority and

responsibility for members.

y An organizational structure is the outcome oforganizing. This structure coordinates andmotivates employees so that they work togetherto achieve goals.


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L

eadingy In leading, managers determine direction,state a clear vision for employees to follow,and help employees understand the role they

play in attaining goals

y Leadership involves a manager using power,influence, vision, persuasion, andcommunication skills.

y The outcome of the leading function is a highlevel of motivation and commitment fromemployees to the organization.


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C

ontrollingy In controlling, managers evaluate how well theorganization is achieving its goals and takescorrective action to improve performance.

y Managers will monitor individuals, departments,and the organization to determine if desiredperformance has been reached. Managers will also take action to increase performance

as required.

y The outcome of the controlling function is theaccurate measurement of performance andregulation of efficiency and effectiveness.


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ManangementL

evelsOrganizations often have 3 levels of managers:First-line Managers: responsible for day-to-day

operation. They supervise the people performing the

activities required to make the good or service.

Middle Managers: Supervise first-line managers. Theyare also responsible to find the best way to usedepartmental resources to achieve goals.

Top Managers: Responsible for the performance ofalldepartments and have cross-departmentalresponsibility. They establish organizational goals andmonitor middle managers.


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Management Hierarchy


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Relative Amount of Time That Managers Spendon the Four Managerial Functions


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R

estructuringR

estructuringyTop Management have soughtmethods to restructure their

organizations and save costs.

yDownsizing: eliminate jobs

at all levels of management.

Can lead to higher efficiency.

Often results in low morale andcustomer complaints about service.


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Management TrendsManagement TrendsyEmpowerment: expand the tasks and

responsibilities of workers.Supervisors might be empowered to make some

resource allocation decisions.

ySelf-managed teams: give a group ofemployees responsibility for supervising

their own actions.The team can monitor its members and the quality

of the work performed.


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Interpersonal RolesInterpersonal Rolesy Roles managers assume to coordinate and

interact with employees and providedirection to the organization.

Figurehead role: symbolizes the organization and whatit is trying to achieve.

Leader role: train, counsel, mentor and encourage highemployee performance

Liaison role: link and coordinate people inside andoutside the organization to help achieve goals.


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Informational RolesInformational Rolesy Associated with the tasks needed to obtain and

transmit information for management of theorganization.

Monitor role: analyzes information from both the internal andexternal environment.

Disseminator role: manager transmits information toinfluence attitudes and behavior of employees.

Spokesperson role: use of information to positively influencethe way people in and out of the organization respond to it.


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Decisional RolesDecisional Rolesy Associated with the methods managers use to plan

strategy and utilize resources to achieve goals.

Entrepreneur role: deciding upon new projects or

programs to initiate and invest.

Disturbance handler role: assume responsibility forhandling an unexpected event or crisis.

Resource allocator role: assign resources betweenfunctions and divisions, set budgets of lower managers.

Negotiator role: seeks to negotiate solutions betweenother managers, unions, customers, or shareholders.


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ManagerialS

killsManagerialS

kills


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