wwek 1 Introduction to management

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Week 1

&&What is

management ?

Who are managers ?

Introduction to

management

organization

What is management ?

Who are managers ?

Exclusively prepared & presented by: Anna Riana Putriya, SE, MSi e-mail: [email protected]

What is an organization ?

Gading Serpong, February 2009Why study

management ?


Why study management ?


What is Management ?

Management is …Content :Content :Content :Content :

The process of coordinating and overseeing

work activities of others

so that they are completed efficiently and effectively

with and through other people

(Robbins, Management)




Key Aspects of the Management Process




Source: Kreitner, Management.


Effectiveness and Efficiency in Management

Content :Content :Content :Content :Doing Doing


Doing things right

Doing the right things


Exhibit 1.2Exhibit 1.2

Source: Robbins, Management.


Balancing Effectiveness and Efficiency






Identifiable Functions in the Management Process






Who are Managers ?

Content :Content :Content :Content :Content :Content :Content :Content :


Who are managers ?


Who are managers ?








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Manager is …

Someone who works with and through other people by coordinating and integrating their

Content :Content :Content :Content :Content :Content :Content :Content :people by coordinating and integrating their work activities in order to accomplish organizational goals.

(Robbins, Management)What is

management ?

Who are managers ?


Who are managers ?









Managerial Levels



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Classifying Managers

First-line Managers

– Are at the lowest level of management and manage the work of non-managerial employees.

Content :Content :Content :Content :Content :Content :Content :Content :work of non-managerial employees.

Middle Managers

– Manage the work of first-line managers.

Top Managers

– Are responsible for making organization-wide


Who are managers ?


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– Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.








Management Functions



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Mintzberg’s Managerial Roles (a)



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Interpersonal

roles








Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management Science, 18 (October 1971): B97-B110.


Mintzberg’s Managerial Roles (b)



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Mintzberg’s Managerial Roles (c)



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Skills Needed at Different Management Levels



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Research by Robert L. Katz found that managers need 3 essential skills/competencies:

– Conceptual skills

– Human skills

– Technical skills









Skill Approach

Technical skills

– Knowledge and proficiency in a specific fieldContent :Content :Content :Content :Content :Content :Content :Content :

Human skills

– The ability to work well with other people

Conceptual skills

– The ability to think and conceptualize about abstract and complex situations concerning the organization


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Who are managers ?


and complex situations concerning the organizationWhat is

an organization ?







Conceptual Skills

• Using information to solve business problems

• Identifying of opportunities for innovationContent :Content :Content :Content :Content :Content :Content :Content :

• Identifying of 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


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Exhibit 1.6aExhibit 1.6a

Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on

AMA Web site (www.ama.org), October 30, 2002.


Communication Skills

• Ability to transform ideas into words and actions

• Credibility among colleagues, peers, and subordinatesContent :Content :Content :Content :Content :Content :Content :Content :

• Listening and asking questions

• Presentation skills; spoken format

• Presentation skills; written and/or graphic formatsWhat is

management ?

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Exhibit 1.6bExhibit 1.6b




Effectiveness Skills

• Contributing to corporate mission/departmental objectives

• Customer focus

• Multitasking: working at multiple tasks in parallel

Content :Content :Content :Content :Content :Content :Content :Content :• Multitasking: working at multiple tasks in parallel

• Negotiating skills

• Project management

• Reviewing operations and implementing improvements

• Setting and maintaining performance standards internally and externally

• Setting priorities for attention and activity


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• Setting priorities for attention and activity

• Time management







Exhibit 1.6cExhibit 1.6c




Interpersonal Skills

• Coaching and mentoring skills

• Diversity skills: working with diverse people and culturesContent :Content :Content :Content :Content :Content :Content :Content :

• Networking within the organization

• Networking outside the organization

• Working in teams; cooperation and commitmentWhat is

management ?

Who are managers ?


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Exhibit 1.6dExhibit 1.6d




Management Skills and Management Function Matrix



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How The Manager’s Job is Changing

The Increasing Importance of Customers

– Customers: the reason that organizations existContent :Content :Content :Content :Content :Content :Content :Content :

– Customers: the reason that organizations exist

• Managing customer relationships is the

responsibility of all managers and employees.

• Consistent high quality customer service is essential

for survival.

Innovation

– Doing things differently, exploring new territory, and


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– Doing things differently, exploring new territory, and

taking risks

• Managers should encourage employees to be

aware of and act on opportunities for innovation.








Changes Impacting the Manager’s Job



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Exhibit 1.8Exhibit 1.8Source: Robbins, Management.


What is an Organization?

An Organization defined

– A deliberate arrangement of people to accomplish Content :Content :Content :Content :Content :Content :Content :Content :

– A deliberate arrangement of people to accomplish some specific purpose

Common Characteristics of Organizations

– Have a distinct purpose (goal)

– Composed of people

– Have a deliberate structure


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– Have a deliberate structure







Characteristics of Organizations



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The Changing Organization



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Who are managers ?



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Why Study Management?

The Value of Studying Management

– The universality of managementContent :Content :Content :Content :Content :Content :Content :Content :

– 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


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• Management offers challenging, exciting and creative

opportunities for meaningful and fulfilling work.

• Successful managers receive significant monetary rewards for

their efforts.





Universal Need for Management



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Rewards and Challenges of Being A Manager



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References :

• Stephen P. Robbins and Mary Coulter, Management, 9th ed.

• Angelo Kinicki, Brillian K. Williams, Management: A practical

introduction, 3rd ed.

Content :Content :Content :Content :Content :Content :Content :Content :introduction, 3rd ed.

• Kreitner, Management.

• Richard L. Daft, Management, 9th ed.

• Henry Mintzberg, “Managerial Work: Analysis from Observation,”

Management Science, 18 (October 1971).

• American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site


Who are managers ?



Competencies, March/April 2000, found on AMA Web site

(www.ama.org), October 30, 2002.

• Image by: www.fotosearch.com







Who are managers ?


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Why study management ? thank you

wwek 1 Introduction to management

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