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  • 1. Fundamentals of ManagementBBA - 2009
    SalmaanRahman
    Lecture 1
    Introduction to Management
    Chapters 1 & 2
  • 2. Who are Managers?
    Definition becomes more difficult with time
    Organizations and the business world keeps evolving
    Roles change with time
    At its simplest, companies employ two categories of people:
    Non-managerial employees
    Managerial employees
    What separates managerial employees from other employees?
  • 3. Managers:
    Managers can be defined through
    Roles
    Functions
    Skill
    Authority
    At its simplest:
    Non-managerial employees work directly on a task or job.
    Managers are those figures to whom non-managerial employees report to
  • 4. So. . . a manager is:
    Someone who works with and through other people to coordinate and integrate work activities in order to accomplish organizational goals.
    Entire organization, a department, a team, or a single person
  • 5. Managers: classification
    Firstline
    Lowest Level
    manage the work of non-managerial employees directly (supervisors, shift managers, foremen, etc
    Middle
    All levels between firstline and top management
    Manage the work of firstline managers
    Regional, project leader, plant manager, division manager
    Top
    Executive vice president, president, CEO, Chairman
    Responsible for making strategic decisions, setting goals, and plans that affect entire organization
  • 6. Copyright © 2005 Prentice Hall, Inc. All rights reserved.
    1–6
    Managerial Levels
    Exhibit 1.1
  • 7. What is Management?
    At its simplest:
    Management is what managers do
    Management is the coordinating of work activities so that they are completed efficiently and effectively
    Efficiency: getting the most output from the least amount of imputs (doing things right)
    Effectiveness: doing those work activities that meet organizational goals (doing the right things)
    Successful organizations are those who combine high effectiveness with high efficiency.
  • 8. What do Managers do?
    No two jobs are alike!
    Three basic categorization schemes:
    Functions
    Roles
    Skills
  • 9. Management functions:
    Four functions
    Planning
    Organizing
    Leading
    Controlling
    Henri Fayol
    Planning
    Defining goals, strategy, plans
    Organizing
    What needs to be done, who does it, how it will be done, when
    Leading
    Directing and motivating all parties, resolving conflicts
    Controlling
    Monitoring activities to ensure goals are reached.
  • 10. Copyright © 2005 Prentice Hall, Inc. All rights reserved.
    1–10
    Management Functions
    Exhibit 1.3
  • 11. Management Roles
    Interpersonal Roles
    Figurehead, leader, Liaison
    Involve people
    Informational Roles
    Monitor, disseminator, spokesperson
    Involves information – receiving, collecting and disseminating
    Decisional Roles
    Entrepreneur, disturbance handler, allocator, negotiator
    Involves making choices
    Henry Mintzberg
  • 12. Management Skills
    Managers jobs are varied and complex
    Managers require skills to perform the duties and activities required of them
    Technical Skills
    Human Skills
    Conceptual Skills
    Robert L. Katz
  • 13. 1–13
    Exhibit 1.6a
    Conceptual Skills
    Using information to solve business problems
    Identifying 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
  • 14. Interpersonal (Human) Skills
    Coaching and mentoring skills
    Diversity skills: working with diverse people and cultures
    Networking within the organization
    Networking outside the organization
    Working in teams; cooperation and commitment
  • 15. Copyright © 2005 Prentice Hall, Inc. All rights reserved.
    1–15
    Skills Needed at Different Management Levels
    Exhibit 1.5
  • 16. Communication Skills
    Ability to transform ideas into words and actions
    Credibility among colleagues, peers, and subordinates
    Listening and asking questions
    Presentation skills; spoken format
    Presentation skills; written and/or graphic formats
  • 17. Effectiveness Skills
    The ability to fulfill corporate mission, departmental objectives
    Customer focus
    Multitasking: working at multiple tasks in parallel
    Negotiating skills
    Project management
    Review operations and implementing improvements
    Set and maintain performance standards
    Set priorities for attention and activity
    Time management
  • 18. Copyright © 2005 Prentice Hall, Inc. All rights reserved.
    1–18
    Management Skills and Management Function Matrix
    Exhibit 1.7
  • 19. Copyright © 2005 Prentice Hall, Inc. All rights reserved.
    1–19
    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.