Lecture 1


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Lecture 1

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