Making the Leap From Individual Performer to Manager

Transcription

1 ninth edition STEPHEN P. ROBBINS MARY COULTER Chapter 1 Introduction to Management and Organizations

2 Who Are Managers? Manager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. 1 2

3 Making the Leap From Individual Performer to Manager What Do Managers Have in Common? They get things done through their organization. They create the systems, conditions and environment that enable organizations to survive and thrive beyond the tenure of any specific supervisor or manager. 1 3

4 Exhibit 1 1 Managerial Levels 1 4

5 Classifying Managers First-line Managers Individuals who manage the work of non-managerial employees. Middle Managers Individuals who manage the work of first-line managers. Top Managers Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. 1 5

6 Management Types - Vertical Managerial Levels in the Organizational Hierarchy Exhibit

7 Management Types - Horizontal Functional Managers Responsible for a department that performs a single functional task and Has employees with similar training and skills General Managers Responsible for several departments that perform different functions 1 7

8 Managerial Types - Horizontal Functional Managers Advertising Sales Finance Human Resources Manufacturing Accounting General Managers Self-contained division such as a Macy s department store Project managers have general management responsibility as they coordinate people across several departments 1 8

9 Organizational Performance Organization - social entity that is goal directed and deliberately structured Effectiveness - degree to which organization achieves a stated goal Efficiency - use of minimal resources (raw materials, money, and people) to produce the desired volume of output Process A systematic method of handling activities Performance organization s ability to attain its goals by using resources in an efficient and effective manner 1 9

10 Management as a Specialty in Time Management is an attempt to create a desirable future, keeping the past and the present in mind. Management is a practice in and is a reflection of a particular era. Management is a practice that produces consequences and effect that emerge over time. Management as a Specialty in Human Relations Managers act in relationship that are two way street; each party influence by other. Managers act in relationship that have spill over effect for people, for better and for worse. Managers juggle multiple simultaneous relationships. 1 10

11 Managerial Performance The measure of how efficient and effective a manager is - how well he/she determine and achieves appropriate objectives or goals. Organizational Performance The measure of how efficient and effective an organization is - how well it achieves appropriate objectives or goals. 1 11

12 Managerial Concerns Efficiency Doing things right Getting the most output for the least inputs Effectiveness Doing the right things Attaining organizational goals 1 12

13 Exhibit 1 2 Effectiveness and Efficiency in Management 13

14 Definition of Management The attainment of organizational goals in an effective and efficient manner through Four functions planning, organizing, leading, and controlling organizational resources. Managers use a multitude of skills to perform functions 1 14

15 The Process of Management Planning Resources Human Financial Controlling Select goals and ways to attain them Organizing Performance Attain goals Products Raw Materials Technological Information Monitor activities and make corrections Assign responsibility for task accomplishment Services Efficiency Effectiveness Leading Use influence to motivate employees Exhibit

16 Functions of Management Planning Select goals and ways to attain them Controlling Monitor activities and make corrections Organizing Assign responsibility for task accomplishment Leading Use influence to motivate employees 1 16

17 What Do Managers Do? Functional Approach Planning Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizing Arranging and structuring work to accomplish organizational goals. Leading Working with and through people to accomplish goals. Controlling Monitoring, comparing, and correcting work. 1 17

18 Exhibit 1 3 Management Functions 1 18

19 Planning The process of establishing goals and a suitable course of action for achieving those goals. Managers think through their goals and action, actions are based on some method, plan or logic Plan gives the organization its objectives and set up the best procedures for reaching them. Planning helps organization to reach its objectives. Selection of goals Establishing goals for organization s subunits-divisions, dept. etc Establishing programs for achievement of goals in systematic manner. 1 19

20 Organizing The process of engaging two or more people in working together in a structured way to achieve a specific goal or set of goals. Process of arranging and allocating work, authority and resources. Managers match an organization s structure to its goals and resources, called as organizational development. Seeking new people to join structure of relationships--- staffing. 1 20

21 Leading The process of directing and influencing the task-related activities of group members or entire organization. Involves directing, influencing and motivating employees to perform essential tasks. Establishing proper atmosphere by managers to help their employees to do their best. 1 21

22 Controlling The process of ensuring that actual activities conform to planned activities. Involves four main elements Establishing standards of performance Measuring current performance Comparing this performance to the established standards Taking corrective action if deviations are detected 1 22

23 What Do Managers Do? Management Roles Approach (Henry Mintzberg) Interpersonal Roles Managerial Roles that involves people and other duties that are ceremonial and symbolic in nature. Informational Roles Managerial roles that involves collecting, receiving and disseminating information. Decisional Roles Managerial roles that revolve around making choices. 1 23

24 What Do Managers Do? (cont d) Management Roles Approach (Henry Mintzberg) Ten Manager Roles Category Role Informational Monitor Disseminator Spokesperson Interpersonal Figurehead Leader Liaison Decisional Entrepreneur Disturbance handler Resource allocator negotiator 1 24

25 Management Roles Approach (Henry Mintzberg) MONITOR: gathers internal and external information relevant to the organization DISSEMINATOR: transmits factual and value based information to subordinates SPOKESPERSON: communicates to the outside world on performance and policies FIGUREHEAD: the manager performs ceremonial and symbolic duties as head of the organization LEADER: fosters a proper work atmosphere and motivates and develops subordinates LIASION: develops and maintains a network of external contacts to gather information 1 25

26 Management Roles Approach (Henry Mintzberg) ENTREPRENEUR: designs and initiates change in the organization DISTURBANCE HANDLER: deals with unexpected events and operational breakdowns RESOURCE ALLOCATOR: controls and authorizes the use of organizational resources NEGOTIATOR: participates in negotiation activities with other organizations and individuals 1 26

27 What Do Managers Do? Skills Approach Conceptual Skills Cognitive ability to see the organization as a whole and the relationships among its parts Human Skills ability to work with and through other people and to work effectively as a group member Technical Skills understanding of and proficiency in the performance of specific tasks 1 27

28 Exhibit 1 5 Skills Needed at Different Management Levels 1 28

29 How The Manager s Job Is Changing The Increasing Importance of Customers 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 taking risks Managers should encourage employees to be aware of and act on opportunities for innovation. 1 29

30 Exhibit 1 8 Changes Impacting the Manager s Job 1 30

31 What Is An Organization? An Organization Defined A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). Common Characteristics of Organizations Have a distinct purpose (goal) Composed of people Have a deliberate structure 1 31

32 Exhibit 1 9 Characteristics of Organizations 1 32

33 Exhibit The Changing Organization 1 33

34 Why Study Organization? Living In The Present Organization contribute to the present standard of living of people worldwide. Building The Future Org. build toward a desirable future and help individuals do the same. New products and practices are developed as a results of the creative power that emerge when the people work together in org. Remembering The Past Org. Help connect people to their pasts. Org. maintain records and value their own history,keeping tradition in our minds. 1 34

35 Why Study Management? The Value of Studying Management 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 opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewards for their efforts. 1 35

36 Exhibit Universal Need for Management 1 36

37 Exhibit Rewards and Challenges of Being A Manager 1 37

38 Management and Administration Administration is concerned with policy making where management with policy implementing. Functions of administration are legislative and largely determinative while management functions are more executive and governing. Administration is more concerned with Planning and organizing while management is more concerned with Leading and Controlling. The functioning and importance of administration increases at higher levels and decreases at lower levels. Administration Board of Directors Management persons below BOD 1 38

39 Management is a Science or Art Science refers to a systematic body of knowledge acquired through observation experimentation and intelligent speculation. Management has become a discipline, which is more organizing and systemized. Science has spread all areas throughout the world and management is an accepted science as a way of solving problems and taking decision. The principal of management are universal in nature and are being applied in every branch of human activity, so its considered as a Social Science also. Art Skill in conducting any human activity. Managing as practice is an art, the organized knowledge underlying the practice is a science. Science and Art are not mutually exclusive, they are complementary. 1 39

40 Terms to Know manager first-line managers middle managers top managers management efficiency effectiveness planning organizing leading controlling management roles interpersonal roles informational roles decisional roles technical skills human skills conceptual skills organization 1 40

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