Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Fundamentals of
Management
Managers and Management
Who Are Managers And
Where Do They Work?
 Organization
 A systematic arrangement of people brought
together to accomplis...
3 characteristics
A
B
Goals
People
Structure
Deliberate
Structure
Distinct
Purpose
People
People Differences
 Operatives
 People who work directly on a job or task and
have no responsibility for overseeing the ...
Identifying Managers
 First-line Managers
 Supervisors responsible for directing the day-to-
day activities of operative...
Top
Managers
Middle Managers
First-Line Managers
Nonmanagerial Employees
(Operatives)
Management ???
 Management
 The process of getting things done, effectively
and efficiently, through and with other peop...
Goal
Attainment
Effectiveness (Ends)
Resource
Usage
Management Strives for:
Low Resource Waste (high efficiency)
High Goal...
Low efficiency/high
effectiveness
-right goals ,poor use
of resources
-right product, high
price
High efficiency/High
effe...
Management Processes
 Planning
 Includes defining goals, establishing strategy, and
developing plans to coordinate activ...
Management Processes (cont’d)
 Leading
 Includes motivating employees, directing the
activities of others, selecting the...
Planning
Defining goals,
establishing
strategy, and
developing
subplans to
coordinate
activities
Lead to
Organizing
Determ...
The Process of Management
Planning
OrganizingControlling
Leading
Is The Manager’s Job Universal?
 Level in the Organization
 Do managers manage differently based on where
they are in th...
Is The Manager’s Job Universal?
(cont’d)
 Management Concepts and National Borders
 Is management the same in all econom...
What Do Managers Do? (cont’d)
 Mintzberg’s Management Roles
Approach (Exhibit 1.5)
 Interpersonal roles
 Figurehead, le...
Managerial Roles identified by Mintzberg
INTERPERSONAL Figurehead
Leader
liaison
Set future goals
Set an example
Co-ordina...
What Do Managers Do? (cont’d)
 Skills Approach
 Technical skills
 Knowledge and proficiency in a specific field
 Human...
Management time spent
Top Managers
Middle Managers
First-Line Managers
Skills Needed at Different Management
Levels
Top
Managers
Middle
Managers
Lower-level
Managers
Importance
Conceptual
Skill...
Conceptual Human skills Technical
Top
Managers
Middle
Managers
First-Line
Managers
Conceptual, Human and Technical skills
...
Specific Skills for Managers
 Behaviors related to a manager’s
effectiveness:
 Controlling the organization’s environmen...
Upcoming SlideShare
Loading in …5
×

Fundamental of Management (managers & management) Notes

9,743 views

Published on

FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom

Published in: Education
  • Be the first to comment

Fundamental of Management (managers & management) Notes

  1. 1. Fundamentals of Management Managers and Management
  2. 2. Who Are Managers And Where Do They Work?  Organization  A systematic arrangement of people brought together to accomplish some specific purpose; applies to all organizations.  Common Characteristics of Organizations  Distinct purpose and goals  People  Systematic structure
  3. 3. 3 characteristics A B Goals People Structure
  4. 4. Deliberate Structure Distinct Purpose People
  5. 5. People Differences  Operatives  People who work directly on a job or task and have no responsibility for overseeing the work of others.  Managers  Individuals in an organization who direct the activities of others.
  6. 6. Identifying Managers  First-line Managers  Supervisors responsible for directing the day-to- day activities of operative employees  Middle Managers  Individuals at levels of management between the first-line manager and top management  Top Managers  Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members
  7. 7. Top Managers Middle Managers First-Line Managers Nonmanagerial Employees (Operatives)
  8. 8. Management ???  Management  The process of getting things done, effectively and efficiently, through and with other people  Efficiency  Doing the task (thing) correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs  Effectiveness  Doing the right task (things) ; goal attainment
  9. 9. Goal Attainment Effectiveness (Ends) Resource Usage Management Strives for: Low Resource Waste (high efficiency) High Goal Attainment (high effectiveness) Efficiency (Means) Low Waste High Attainment
  10. 10. Low efficiency/high effectiveness -right goals ,poor use of resources -right product, high price High efficiency/High effectiveness -right goals, right use of resources -right product, right price Low efficiency/Low effectiveness -poor goals, poor use of resources -unwanted product ,high price High efficiency/low effectiveness -poor goals, good use of resources -unwanted product Efficiency, Effectiveness and Performance EFFICIENCY E F F E C T I V E N E S S H I G H L O W LOW HIGH
  11. 11. Management Processes  Planning  Includes defining goals, establishing strategy, and developing plans to coordinate activities  Organizing  Includes determining what tasks to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made
  12. 12. Management Processes (cont’d)  Leading  Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts  Controlling  The process of monitoring performance, comparing it with goals, and correcting any significant deviations
  13. 13. Planning Defining goals, establishing strategy, and developing subplans to coordinate activities Lead to Organizing Determining what needs to be done, how it will be done, and who is to do it Leading Directing and motivating all involved parties and resolving conflicts Controlling Monitoring activities to ensure that they are accomplished as planned Achieving the Organization’s stated purpose
  14. 14. The Process of Management Planning OrganizingControlling Leading
  15. 15. Is The Manager’s Job Universal?  Level in the Organization  Do managers manage differently based on where they are in the organization?  Profit versus Not-for-profit  Is managing in a commercial enterprise different than managing in a non-commercial organization?  Size of Organization  Does the size of an organization affect how managers function in the organization?
  16. 16. Is The Manager’s Job Universal? (cont’d)  Management Concepts and National Borders  Is management the same in all economic, cultural, social and political systems?  Making Decisions and Dealing with Change  Do managers all make decisions and deal with change in the same ways?
  17. 17. What Do Managers Do? (cont’d)  Mintzberg’s Management Roles Approach (Exhibit 1.5)  Interpersonal roles  Figurehead, leader, liaison  Informational roles  Monitor, disseminator, spokesperson  Decisional roles  Entrepreneur, disturbance handler, resource allocator, negotiator
  18. 18. Managerial Roles identified by Mintzberg INTERPERSONAL Figurehead Leader liaison Set future goals Set an example Co-ordinate work of dept heads INFORMATIONAL Monitor Disseminator Spokesperson Changes in Environmental factors Inside organization organization’s rep DECISIONAL Entrepreneur Disturbance Handler Resource allocator Negotiator Use of resources Corrective actions during crisis Set budgets Agreements with labour unions ROLE TYPE SPECIFIC ROLE EXAMPLE
  19. 19. What Do Managers Do? (cont’d)  Skills Approach  Technical skills  Knowledge and proficiency in a specific field  Human skills  The ability to work well with other people  Conceptual skills  The ability to think and conceptualize about abstract and complex situations concerning the organization
  20. 20. Management time spent Top Managers Middle Managers First-Line Managers
  21. 21. Skills Needed at Different Management Levels Top Managers Middle Managers Lower-level Managers Importance Conceptual Skills Human Skills Technical Skills
  22. 22. Conceptual Human skills Technical Top Managers Middle Managers First-Line Managers Conceptual, Human and Technical skills needed by the three levels of Management
  23. 23. Specific Skills for Managers  Behaviors related to a manager’s effectiveness:  Controlling the organization’s environment and its resources.  Organizing and coordinating.  Handling information.  Providing for growth and development.  Motivating employees and handling conflicts.  Strategic problem solving.

×