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GENERAL MANAGEMENT IN BUSNESS-1Managers Are No Longer BossesManagers must practice the art of getting things done through organizational resources (e.g., workers, financial resources, information, and equipment).At one time, managers were called bosses, and their job was to tell people what to do and watch over them to be sure they did it. Managers Are No Longer BossesToday, progressive management is changing.

Managers Are No Longer BossesTodays managers are being educated to guide, train, support, motivate and coach employees rather than to tell them what to do.Managers realize that workers often know much more about technology than they do. Thus, most modern managers emphasize teamwork and cooperation rather than discipline and order giving. Managers Are No Longer BossesManagers in same high-tech firms and in progressive firms of all kinds are more friendly and generally treat employees partners rather than unruly workers; many even dress more casually than before.

Managers Are No Longer BossesIn the past, a worker would expect to work for the same company for many years, maybe even a lifetime. Similarly, companies would hire good people and keep them for a long time.

Managers Are No Longer BossesToday, many companies don't hesitate to layoff employees, and employees don't hesitate to leave if their needs are not being met. Long term contracts between management and employees-and the accompanying trust-are often no longer there.

Managers Are No Longer BossesThis makes the management task more difficult because managers must earn the trust of their employees, which includes rewarding them and finding other ways to encourage them to stay in the firm.

Managers Are No Longer BossesIn general, management is experiencing a revolution. Managers in the future are likely to be working in teams, to be evaluated by those below them as well as those above, and to be assuming completely new roles in the firm.

Managers Are No Longer BossesWhat this means for you and other graduates of tomorrow is that management will demand a new kind of person: a skilled communicator and team player as well as a planner, coordinator, organizer, and supervisor.

MANAGEMENT

ATTAINMENT OF ORGANIZATIONAL GOALS THROUGH OTHER PEOPLE, EFFECTIVELY AND EFFICIENTLY, BY PLANNING, ORGANIZING, LEADING AND CONTROLLING THE ORGANIZATIONAL RESOURCES

Management is the process of accomplishing an organizations goals by working with and through people, utilizing the resources available to it.

MANAGEMENT EMBODIES FOUR IMPORTANT IDEAS;A TASK TO BE DONEPEOPLE WHO DO THE WORKEFFECTIVELY(ACHIEVING THE ENDS) AND EFFICIENTLY(WITH LEAST AMOUNT OF RESOURCES)UTILIZING FOUR MANAGERIAL FUNCTIONS(PLANNING, ORGANIZING, LEADING, CONTROLLING)Functions of Management

Well-known management consultant Peter Drucker says managers give direction to their organizations, provide leadership, and decide how to use organizational resources to accomplish goals. Functions of ManagementManagers must also efficiently use organizational resources such as buildings, equipment, and supplies. Managers look at the "big picture, and their decisions make a major difference in organizations. In addition to those tasks, managers today must deal with conflict resolution, create trust in an atmosphere where trust has been badly shaken, and help create balance between work lives and family lives.

Prof. Dr. Rana ZEN KUTANSThe Evolution of Management ThougtClassical ManagementNeo Classical ManagementModernManagementPost-ModernManagement190019301960

2000TaylorFayolWeberMayoMc GregorLikertContingency ApproachSystem ApproachTheory ZTQMNew Management TechniquesEconomicsHumanEnvironmentKnowledge1515MAJOR CLASSIFICATION OF MANAGEMENT APPROACHESCLASSICAL APPROACHSCIENTIFIC MANAGEMENTBUREAUCRATIC MANAGEMENTADMINISTRATIVE MANAGEMENTNEOCLASSICAL (BEHAVIORAL) APPROACHHAWTHORNE STUDIESMASLOWS NEED HIERARCHYTHEORY X AND THEORY YQUANTITATIVE APPROACHMANAGEMENT SCIENCEOPERATIONS MANAGEMENTMANAGEMENT INFORMATION SYSTEMMODERN APPROACHTHE SYSTEMS THEORYCONTINGENCY THEORYEMERGING APPROACHESFunctions of ManagementManagement is the process used to accomplish organizational goals through (1) planning, (2) organizing, (3) leading, (4) controlling people and other organizational resources.

Management Process (1) planning, (2) organizing, (3) coordinating, (4) execution, (5) controlling.

MANAGERIAL FUNCTIONSPLANNING* GOALS, PLANS, DECISION MAKINGORGANIZING*DIVISION OF WORK, CHAIN OF COMMAND, DEPARTMENTALIZATIONLEADING*LEADERSHIP, MOTIVATION, COMMUNICATIONCONTROLLING*MANAGEMENT CONTROL SYSTEMS, FINANCIAL CONTROL SYSTEMSFunctions of Management-planningPlanning includes anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives.One of those objectives is to please customers.

Functions of Management-planningThe trend today is to have planning teams to help monitor the environment, find business opportunities, and watch for challenges.Planning is a key management function because the other functions often depend on having a good plan.

Functions of Management-planningPlanning includes:Setting organizational goals.Developing strategies to reach those goals.Determining resources needed.Setting standards.

PLANNINGDETERMINING THE ORGANIZATIONS OBJECTIVES (GOALS) AND ITS WAYS AND MEANS(PLANS) TO ACCOMPLISH THEM

GOALS

STRATEGIC GOALSTACTICAL GOALSOPERATIONAL GOALS PLANS

STRATEGIC PLANSTACTICAL PLANSOPERATIONAL PLANSTYPES OF PLANSACCORDING TO TIME PERIODACCORDING TO THEIR USE IN THE ORGANIZATIONACCORDING TO THEIR PLACE IN THE ORGANIZATIONAL HIERARCHYLONG RANGE PLANS(>5 YEARS)

MEDIUM RANGE PLANS(1-5 YEARS)

SHORT RANGE PLANS(