Introduction to Planning Faisal AlSager Week 5 MGT 101 - Principles of Management and Business.
Managers & Management Faisal AlSager Week 1 MGT 101 - Principles of Management and Business.
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Transcript of Managers & Management Faisal AlSager Week 1 MGT 101 - Principles of Management and Business.
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Managers & ManagementFaisal AlSager
Week 1
MGT 101 - Principles of Management and Business
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Objectives
✤ To recognize the need for managers.
✤ To know the definition of organization and its characteristics
✤ To understand different types of organizational members
✤ To know the factors that reshape and redefine management
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Who needs managers?
ORGANIZATIONS
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Organizations?
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What is an organization?
✤ Organization: a deliberate arrangement of people brought together to accomplish some specific purpose.
✤ Organization characteristics:
✤ Goals: An organization has a distinct purpose, expressed in terms of a goal or a set of goals.
✤ People: who can achieve the purpose of the organization. They make decisions and engage in work activities.
✤ Structure: deliberate and systematic. It defines and limits behaviors of its members.
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Organizational Members
✤ Managers:
individuals in an organization who direct and oversee the activities of other people in the organization.
✤ Nonmanagerial Employees:
people who work directly on a job or a task and have no responsibility for overseeing the work of others.
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Management Levels
✤ Top mangers:
✤ Definition: those at or near the top of an organization.
✤ Examples: CEO, vice president, chancellor.. etc.
✤ Middle managers:
✤ Definition: managers found between the lowest and top levels of the organization.
✤ Examples: department head, division manager, store manager.. etc.
✤ First-line managers:
✤ Definition: individuals responsible for directing day-to-day activities of nonmanagerial employees.
✤ Examples: supervisor, team leader, unit coordinator.. etc.
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Management Level Pyramid
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Management
✤ Management
the process of getting things done, effectively and efficiently, through other people.
✤ Process
a set of ongoing and interrelated activities.
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Efficiency and Effectiveness
✤ Efficiency
doing a task correctly (“doing things right”) and getting the most output from the least amount of inputs.
✤ Effectiveness
“doing the right things” by doing those work tasks that help the organization reach its goals.
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Interrelation between Efficiency and Effectiveness
RESOURCE
USAGE
GOAL
ATTAINMENT
GOALSHigh
attainmentLow
waste
EndsEffectiveness
MeansEfficiency
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Scientific Management
Scientific management is the use of scientific methods to define “one best
way” for a job to be done.
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What Managers Do
Achieving theorganization’sstated purpose
Achieving theorganization’sstated purpose
Planning
Controlling
Organizing
Leading
4 ManagementFunctions
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Manager’s Functions:Planning and Organizing
✤ Planning:
✤ defining goals
✤ establishing strategy
✤ developing plans to coordinate activities
✤ Organizing:
✤ determining what tasks are to be done
✤ how the tasks are to be grouped
✤ who reports to whom
✤ where decision are to be made
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Manager’s Functions:Leading and Controlling
✤ Leading:
✤ motivating employees
✤ directing activities of others
✤ selecting the most effective communication channel
✤ resolving conflicts
✤ Controlling:
✤ monitoring work performance
✤ comparing it with goals
✤ correcting any significant deviations
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Mintzberg’s Managerial Roles
✤ Managerial Roles:
Specific categories of managerial actions or behaviors of expected of a manager.
✤ Grouped under one three primary headings:
✤ Interpersonal roles
✤ Information roles
✤ Decisional roles
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Interpersonal Roles
✤ Definition:
involve people (subordinates and people outside the organization) and other duties that are ceremonial and symbolic in nature.
✤ Three interpersonal roles:
✤ Figurehead
✤ Leader
✤ Liaison
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Informational Roles
✤ Definition
involves collecting, receiving, and disseminating information.
✤ Three informational roles
✤ Monitor
✤ Disseminator
✤ Spokesperson
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Decisional Roles
✤ Definition
entail making decisions or choices.
✤ Four decisional roles
✤ Entrepreneur
✤ Disturbance handler
✤ Resource allocator
✤ Negotiator
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Skills that Managers Need
✤ Conceptual Skills
A manager’s ability to analyze and diagnose a complex situation.
✤ Interpersonal Skills
A manager’s ability to work with, understand, mentor, and motivate others, both individually and in groups.
✤ Technical Skills
Job-specific knowledge and techniques needed to perform work tasks.
✤ Political Skills
A manager’s ability to build a power base and establish the right connections.
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Is the manager’s job universal?
✤ Factors affecting the manager’s job:
✤ Level in the organization
✤ Profit versus Not-For-Profit
✤ Size of organization
✤ Small business: an independent business having fewer than 500 employees and which doesn’t necessarily engage in any new or innovative practices and which has relatively little impact on the industry.
✤ Management concepts and national borders
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Learning Outcomes
✤ Organizations have three characteristics: 1) Purpose, 2) People, and 3) structure.
✤ Managers lead organizations to their goals using three functions: 1) Planning, 2) Organizing, 3) Leading, and 4) Controlling.
✤ Mangers should be able to get things done efficiently and effectively.
✤ There are 3 roles that managers have: 1) Interpersonal, 3) Informational, and 3) decisional roles.
✤ Four skills that managers have: 1) Conceptual, 2) Interpersonal, 3) Technical, and 4) Political.
✤ Management is not a universal job. It differs based on different factors.