Management. Part I: Introduction Ch. 1. Manager s job

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1 Management Part I: Introduction Ch. 1. Manager s job Dan C. Lungescu, PhD, assistant professor

2 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing Part IV: Leading Part V: Controlling

3 Part I outline Management Part I: Introduction Ch. 1. Manager s job Ch. 2. The evolution of management Ch. 3. Organizational environments Ch. 4. Social responsibility and ethics

4 Learning objectives After studying this chapter, you should: Define management and other related concepts. Explain the four functions of management. Identify the major elements in the management process. Describe the major roles that managers have in organizations. Describe the common work methods that managers use. Delineate the major skills needed by managers. Describe how managerial jobs differ according to hierarchical level and responsibility area.

5 Chapter 1 outline A. What is management? B. The functions of management C. The management process D. Managerial roles E. Manager s work F. Managerial job types

6 A. What is management? To manage To handle, to be in charge of, to control, to administer. Management Administering the activity of one organization/division. what? Organization A group of people working together in a structured fashion to attain a set of goals. Management The process of achieving organizational goals... by engaging in the four functions of planning, organizing, leading, and controlling. Outline» A. What is management? examples

7 What is management? (2) Management The process of leading and directing all or part of an organization (often a business) through the deployment and manipulation of resources. Organization resources Human, financial, material, information. Management: different meanings The act of managing something. The group of top managers of an organization. People in charge of running of business. Outline» A. What is management? (2)

8 Etymology Latin manus (hand) + agere (to drive/act)» manum agere (to drive by hand» to handle) Italian maneggiare (to handle, especially a horse) Old French mesnagement» ménagement (care) Outline» A. What is management?» Etymology

9 Classical definitions Frederick Winslow Taylor [ ] Management: Knowing exactly what you want people to do, and then seeing that they do it in the best and cheapest way. Henri Fayol [ ] To manage is to forecast and plan, to organize, to command, to coordinate and to control. Outline» A. What is management?» Classical definitions

10 Manager Manager Someone whose primary activities are a part of the management process. Manager Someone who has a measure of control over any of the following: time; workloads; decisions; technology; equipment; money; standards; meetings; other people. Outline» A. What is management?» Manager

11 Supervisor Latin super (over) + visor (to see)» supervisor (overseer) Supervisor s job To oversee one or more of the list of things in the previous slide: to inspect and monitor them. Managing is wider Not only to inspect and monitor things, but also to make predictions, to plan ahead, to decide how things will change and develop. Major difference: viewpoints The supervisor is often mainly concerned with the present. The manager is concerned with future, present and past. Outline» A. What is management?» Supervisor

12 Leader Leader Someone who sets direction in an effort and influences people to follow that direction. A leader Sets direction by developing a clear vision and mission, and conducting planning that determines the goals needed to achieve the vision and mission. Motivates by using a variety of methods: facilitation, coaching, mentoring, directing, delegating etc. MANAGING = planning + organizing + LEADING + controlling. Managers do things right; leaders do the right things. Outline» A. What is management?» Leader

13 B. The functions of management Outline» B. The functions of management

14 The functions of management (2) Planning Setting goals and deciding how best to achieve them. Organizing Allocating and arranging human and nonhuman resources so that plans can be carried out successfully. Leading Influencing others to engage in the work behaviors necessary to reach organizational goals. Controlling Regulating organizational activities so that actual performance conforms to expected organizational standards and goals. Outline» B. The functions of management (2)

15 The functions of management: example Controlling Leading Organizing Planning My exam is tomorrow. I m suppose to be learning no beer, no football. But I learnt already all the chapters and I made my recapitulation. So let it be beer! Go CFR! When hungry, I yell and mom is bringing me my meal. When too warm in my room, I command my father to turn on the air conditioning. Lost a paper? One colleague is solving the problem. I call all my friends and tell them I m not available 6 days from now. Turn my mobile off. Put all the books and papers on my desk. Engage mom in preparing coffee every 6 A.M. I want to pass that damn management exam. God, I have to spend my next 6 days learning OK, till then no beer, no football, no girlfriend. Ehhh I mean no beer, no football. Outline» B. The functions of management» Example

16 C. The management process inputs transformation outputs human resources P O L C manager financial resources physical resources information resources goals Outline» C. The management process

17 D. Managerial roles Role Henry Mintzberg [b. 1939] An organized set of behaviors associated with a particular office or position. I. Decisional roles 1. Entrepreneur 2. Disturbance handler 3. Resource allocator 4. Negotiator II. Informational roles 1. Monitor 2. Disseminator 3. Spokesperson III. Interpersonal roles 1. Figurehead 2. Leader 3. Liaison Outline» D. Managerial roles

18 I. Decisional roles Entrepreneur Acts as initiator, designer, and encourager of change and innovation. Disturbance handler Takes corrective action when organization faces important, unexpected difficulties. Resource allocator Distributes resources of all types, including time, funding, equipment, and human resources. Negotiator Represents the organization in major negotiations affecting the manager s area of responsibility. Outline» D. Managerial roles» I. Decisional roles

19 II. Informational roles Monitor Seeks internal and external information about issues that can affect organization. Disseminator Transmits information internally that is obtained from either internal or external sources. Spokesperson Transmits information about the organization to outsiders. Outline» D. Managerial roles» II. Informational roles

20 III. Interpersonal roles Figurehead Performs symbolic duties of a legal or social nature. Leader Builds relationships with subordinates and communicates with, motivates, and coaches them. Liaison Maintains networks of contacts outside work unit who provide help and information. Outline» D. Managerial roles» III. Interpersonal roles

21 E. Manager s work Henry Mintzberg Manager s work methods: Unrelenting pace. Brevity, variety, and fragmentation. Oral contacts and networks. Management as SCIENCE Governed by rules and principles. Scientific methods, tools and approach. Management as ART Experience. Personal skills: charisma, flair, wit, intuition. Empirical management. Art is needed, science is indispensable. Outline» E. Manager s work

22 Managerial knowledge and skills Knowledge base Information about: An industry and its technology. Company policies and practices. Company goals and plans. Company culture. The personalities of key organization members. Important suppliers and customers. Skill The ability to engage in a set of behaviors that are functionally related to one another and that lead to a desired performance level in a given area. Outline» E. Manager s work» Managerial knowledge and skills

23 Key management skills Technical skills Reflect both an understanding of and a proficiency in a specialized field. Human skills Associated with a manager s ability to work well with others, both as a member of a group and as a leader (who gets things done through others). Conceptual skills Related to the ability to visualize the organization as a whole, discern interrelationships among organizational parts, and understand how the organization fits into the wider context of the industry, community, and world. Outline» E. Manager s work» Managerial knowledge and skills» Key management skills

24 Hierarchical levels F. Managerial job types Top managers Middle managers First-line managers Arias of management Outline» F. Managerial job types

25 I. Hierarchical levels Top managers Managers at the very top levels of the hierarchy who are ultimately responsible for the entire organization. Middle managers Managers beneath the top levels of the hierarchy who are directly responsible for the work of managers at lower levels. First-line managers Managers at the lowest level of the hierarchy who are directly responsible for the work of operating (non-managerial) employees. Outline» F. Managerial job types» I. Hierarchical levels

26 Hierarchy and management functions top middle first-line planning organizing leading controlling Outline» F. Managerial job types» I. Hierarchical levels» Hierarchy and management functions

27 Hierarchy and management skills top middle first-line technical human conceptual Outline» F. Managerial job types» I. Hierarchical levels» Hierarchy and management skills

28 II. Arias of management Marketing managers Primarily concerned with getting the products into the hand of clients. Financial managers Deal primarily with an organization s financial resources. Operations managers Primarily concerned with creating organization s products and services. Human resource managers Concerned with hiring, maintaining, and discharging employees. Administrative managers (general managers) Not associated with any particular management specialty. Other kinds of managers Other management specialties than those already described. Outline» F. Managerial job types» II. Areas of management

29 Dan C. Lungescu, PhD, assistant professor

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