ORGANIZATIONS and MANAGEMENT

Transcription

1 ORGANIZATIONS and MANAGEMENT Facilitator: Dr Bangi, Y 1

2 MODULE 1: The Nature of Management contents: Meaning of management Management levels Management skills Functions of Management Management roles 2

3 Definition of Organizations An organization is a collection of people working together in a coordinated and structured fashion to achieve one or more goals. 3

4 Organization Features People Structure Culture Goal (s) System Rules and Regulations 4

5 Organizations Resources Human Financial Physical Information 5

6 Concept of Management Management and the Job of It is an illusive term depending upon the context in which it is used. Team/group of persons direct efforts of others A process interrelated elements of functions Academic discipline Branch of knowledge. Factor of production Like land, capital and labor A process involve science and art of getting things done. etc Manager 6

7 Management as Process This module focuses on management as process as well as activities of managers (group entrusted to run the organization). There are several definitions of management as a process Management is the process of working with and through others to effectively achieve organizational objectives by efficiently using limited resources in a changing environment (Kreitner, R. 1983). Management is the art of getting things done through other people (Hellriegel, D; & Slocum, J. S., 1989) 7

8 Cont 3. Management is the process of designing an environment in which individuals working together in groups accomplish efficiently selected aims. (Koontz & Weihrich, 1990). 4. Management is the process of achieving organizational goals through planning, organizing, leading and controlling the human, physical, financial and information resources of the organization in an effective and efficient manner (Bovee, C. L.,et al 1993). Bovee also defines an organization as a group of people working together in deliberately structured situation to accomplish group goals. 8

9 Cont Generally management can be referred as set of activities including planning and decision making, organizing, leading and controlling directed at organization resources with the aim of achieving organizational goals in an efficient and effective manner. 9

10 Why Management is important Working alone do everything yourself 10

11 WHO IS A MANAGER? A manager is one who is responsible for getting things done through other people instead of doing the job himself. With stated objectives to achieve he directs human activities with the help of other resources. The manager does not only have to get things done, he also has to ensure they are done as effectively as efficiently as possible, because this is key to the successful organization. 11

12 Cont Koontz (Management, 1988), defines a manager as any one who is responsible for the work of others at all levels in any type of enterprise Despite levels, problems held, type of people being managed, all manager obtain results and achieve results through the work of others. 12

13 MANAGERIAL LEVELS MANAGEMENT LEVEL TYPES OF MANAGER MANAGEMENT DUTIES Top mgt Middle Level Mgt Chief Executive Chief Operating officer. Presidents Vice presidents GM MDs Plant Managers Production managers Marketing Managers Personnel managers Policy formulation Long range planning Goal setting Developing enterprise strategies. Interpret policies Coordinate work of employees Deal with short term goals. First line/supervisory Mgt. Supervisors Superintended Unit heads Foremen's Chief clerks, etc. Deal with actual jobs. Coordinate employees work Plan day-to-day operations, etc. 13

14 High level of activity busy, high interpersonal contacts. Discontinuity no continuous task. HOW A MANAGER S JOB DIFFER FROM Paper work Telephone calls Meetings Interpersonal conducts OTHER JOBS? Separation from the location and detail of operational work. Talking and thinking Networks wider network of information 14

15 MANAGERIAL SKILLS The job of a manager has become very challenging. Several skills, are therefore, required in order to be as successful manager may be classified into four categories: Technical skills ability and knowledge in using equipments or performing specific task. Human skills ability to work with others individually or members of the group. 15

16 cont Conceptual skills ability to see the whole organization and relationships, between its parts. Design (Analytical skills)-this is the ability to see(spot) and solve problems, in ways that will benefit the organization. Designs involve the ability to logically and objectively and scientifically analyze the problems and opportunities and use scientific approaches to formulate workable solutions. 16

17 Cont Technical skills deal with jobs, Human skills deal with persons, Conceptual and design skills deal with ideas. These type of skills are interrelated. But the proportion of these skills varies with the level of management as shown below. 17

18 Managerial Skills Vs MGT Levels TOP MGT MIDLE MGT Concept Skills Human Skills FIRST LINE MGT Technical Skills 18

19 MANAGEMENT FUNCTIONS (ACCORDING TO PRO. HARORD KOONTZ) PLANNING setting organizational goals and deciding how best to achieve them. 0RGANIZING-Deciding how activities and resources are to be grouped. STAFFING-Involves filling and keeping filled positions in the organizations with People. LEADING-Is the process of influencing people to work most effectively, efficiency and enthusiastically towards the achievement of organizational goals. 19

20 Cont CONTROLLING-This is the tasks of monitoring, measuring and correcting the activities of individuals and groups, to ensure that their performance is in accordance with laid down plans. 20

21 Cont FAYOL S MANAGEMENT FUNCTIONS Henri Fayol was the first person to suggest a set of management functions, which according to him managers performed six main functions: PLANNING:(As defined above) ORGANIZING: (As defined above) LEADING: (As defined above) CONTROLLING: (As defined above) COMMANDING: Giving instructions to subordinates to carry out tasks over which the manager has authority for decision and 21

22 continue responsibility for performance. COORDINATING: The task of harmonizing the activities of the individuals and groups within the organization which will inevitably have different, ideas about what their own goals should be. 22

23 TEN BASIC MANAGERIAL ROLES BY Henry Mintzberg CATEGORY ROLE SAMPLE ACTIVITY Interpersonal MANAGERIAL ROLES Figure head Leader Liaison Attending ribbon-cutting ceremony for the new plant Encouraging employees to improve productivity. Coordinating activities. Informational Decisional Monitor Disseminate Spokesperson Entrepreneur Disturbance handler Resource allocator Negotiator Scanning industrial reports to stay abreast of development Sending memos outlining new organizational initiatives. Making speech to discuss growth plans. Developing new ideas for innovation Resolving conflicts between two subordinates. Reviewing and revising budget requests. Reaching agreement with a key supplier or labour union. 23

24 Expected characteristics to be Acquired by Learners Leadership ability to influence others to perform tasks Self-objectivity ability to evaluate yourself realistically Analytic thinking ability to interpret and explain patterns in information 24

25 Cont Behavioral flexibility ability to modify personal behavior to accomplish organizational goals. Oral communication ability to express ideas clearly in words Written communication ability to express ideas clearly in writing 25

26 Cont Personal impact ability to create a good impression and instill confidence Resistance to stress ability to perform under stressful conditions Tolerance for uncertainty ability to perform in ambiguous situations 26

27 THANKS 27