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COURSE: Introduction to �MANAGEMENT

References:

1. Management, Tenth Edition by Stephen P.

Robbins & Mary Coulter, Pearson Education Inc.

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2. New Era of Management, by Richard L. Daft,

Ninth Edition, Cengage Learning.

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3. Management, Leading & Collaborating in the

Competitive World, Eighth Edition, McGraw-

Hill.

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Introduction to Management and Organizations

Lecture 1

LEARNING OBJECTIVES

• You should be able to:
• Explain what a manager is and how the role of a manager has changed
• Define management
• Distinguish between efficiency and effectiveness
• Describe the basic management functions and the management process
• Identify the roles performed by managers

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LEARNING OBJECTIVES (continued)

• You should be able to:
• Describe the skills managers need
• Explain what managers do using the systems perspective
• Identify what managers do using the contingency perspective
• Describe what an organization is and how the concept of an organization has changed
• Explain the value of studying management

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Who Are Managers?

• Manager
• Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

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Making the Leap From Individual Performer to

Manager

• They get things done through their organization.

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• They create the systems, conditions and environment that enable organizations to survive.

What Do Managers Have in Common?

The Nature of Management

Managers have to cope with diverse and far-reaching challenges

1. To keep pace with ever-advancing technology
2. To find ways to incorporate the Internet and e-business into their strategies and business model
3. Strive to remain competitive in a dynamic and far reaching world

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Exhibit 1–1 Managerial Levels

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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.

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Management Types - Vertical

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Managerial Levels in the Organizational Hierarchy

Exhibit 1.3

Management Types - Horizontal

• Functional Managers
• Responsible for a department that performs a single functional task and
• Has employees with similar training and skills

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• General Managers
• Responsible for several departments that perform different functions

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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

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What Is Management?

• Managerial Concerns
• Efficiency
• “Doing things right”
• Getting the most output for the least inputs
• Effectiveness
• “Doing the right things”
• Attaining organizational goals

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The Process of Management

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Exhibit 1.1

Organizational Performance

• Organization - social entity that is goal directed and deliberately structured

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• Effectiveness - degree to which organization achieves a stated goal

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• Efficiency - use of minimal resources (raw materials, money, and people) to produce the desired volume of output

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• Performance – organization’s ability to attain its goals by using resources in an efficient and effective manner

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Functions of Management

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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.

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Planning Function

• Definition
• Defines goals for future organizational performance
• Decides tasks and use of resources needed
• Corporate Examples
• Planning – AOL Time Warner – The Lord of the Rings
• Lack of planning – Merry-Go-Round

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Organizing Function

• Definition
• Follows planning
• Reflects how organization tries to accomplish plan
• Involves assignment of
• tasks into departments
• authority and allocation of resources across organization
• Corporate Examples - Structural reorganizations
• IBM,, Microsoft, Motorola, the FBI

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Leading Function

• Definition
• The use of influence to motivate employees to achieve the organization’s goals.
• Corporate Examples – Michael Dell, Meg Whitman of eBay

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Controlling Function

Definition

• Monitoring employees’ activities
• Determining whether the organization is on target toward its goals
• Making corrections as necessary

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Controlling Function

New Trends

• Empowerment and trust of employees = training employees to monitor and correct themselves
• New information technology provides control without strict top-down constraints
• Lack of Control Information can lead to Organizational Failure

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Organizational Performance

Attainment of organizational goals in an efficient and effective manner

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2^nd half of definition of management

The Process of Management

Exhibit 1–3 Management Functions

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What Do Managers Do? (cont’d)

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Management Roles Approach (Henry Mintzberg)

Ten Manager Roles

Exhibit 1–5 Skills Needed at Different Management Levels

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What Do Managers Do? (cont’d)

Skills Approach

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• Conceptual Skills – Cognitive ability to see the organization as a whole and the relationships among its parts

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• Human Skills – ability to work with and through other people and to work effectively as a group member

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• Technical Skills – understanding of and proficiency in the performance of specific tasks

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Exhibit 1–7 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 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.

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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

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Exhibit 1–9 Characteristics of Organizations

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Exhibit 1–11 Universal Need for Management

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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

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