Principlr of managment

1. Chapter 1
INTRODUCTION
TO MANAGEMENT
AND
ORGANIZATIONS
© Prentice Hall, 2002 1-1

2. ?Who Are Managers
Manager •
someone who works with and through other –
people by coordinating their work activities in
order to accomplish organizational goals
changing nature of organizations and work has –
blurred the clear lines of distinction between
managers and non-managerial employees
© Prentice Hall, 2002 1-2

3. .(Who Are Managers? (cont
Managerial Titles •
First-line managers - manage the work of non- –
managerial individuals who are directly involved with
the production or creation of the organization’s
products
Middle managers - all managers between the first-line –
level and the top level of the organization
manage the first-line managers •
Top managers - responsible for making organization- –
wide decisions and establishing the plans and goals that
affect the entire organization
© Prentice Hall, 2002 1-3

4. Organizational Levels
Top
Managers
Middle
Managers
First-line
Managers
Non-managerial Employees
© Prentice Hall, 2002 1-4

5. ?What Is Management
Management •
the process of coordinating work activities so –
that they are completed efficiently and
effectively with and through other people
elements of definition –
Process - represents ongoing functions or •
primary activities engaged in by managers
Coordinating - distinguishes a managerial •
position from a non-managerial one
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6. .(What is Management? (cont
.(Management (cont •
elements of definition –
Efficiency - getting the most output from the least •
amount of inputs
”doing things right“ –
concerned with means –
Effectiveness - completing activities so that •
organizational goals are attained
” doing the right things“ –
concerned with ends –
© Prentice Hall, 2002 1-6

7. Efficiency and Effectiveness in
Management
Efficiency (Means) Effectiveness (Ends)
Resource Goal
Usage Attainment
Low Waste High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002 1-7

8. ?What Do Managers Do
Management Functions and Process •
most useful conceptualization of the manager’s job –
Planning - defining goals, establishing strategies for –
achieving those goals, and developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be done, who is –
to do them, how the tasks are to be grouped, who reports to
whom, and where decisions are made
Leading - directing and motivating all involved parties and –
dealing with employee behavior issues
Controlling - monitoring activities to ensure that they are –
going as planned
© Prentice Hall, 2002 1-8

9. .(What Do Managers Do? (cont
.(Management Functions and Process (cont •
Management process –
set of ongoing decisions and work activities in •
which managers engage as they plan, organize,
lead, and control
managerial activities are usually done in a •
continuous manner
© Prentice Hall, 2002 1-9

10. .(What Do Managers Do? (cont
Management Roles •
specific categories of managerial behavior –
Interpersonal - involve people and duties that •
are ceremonial and symbolic in nature
Informational - receiving, collecting, and •
disseminating information
Decisional - revolve around making choices •
emphasis that managers give to the various roles –
seems to change with their organizational level
© Prentice Hall, 2002 1-10

11. .(What Do Managers Do? (cont
Management Skills •
Technical - knowledge of and proficiency in a certain –
specialized field
Human - ability to work well with other people both –
individually and in a group
Conceptual - ability to think and to conceptualize about –
abstract and complex situations
see the organization as a whole •
understand the relationships among subunits •
visualize how the organization fits into its broader •
environment
© Prentice Hall, 2002 1-11

12. EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS
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13. .(What Do Managers Do? (cont
Managing Systems •
System - a set of interrelated and interdependent parts –
arranged in a manner that produces a unified whole
provides a more general and broader picture of what •
managers do than the other perspectives provide
Closed system - not influenced by and do not interact –
with their environment
Open system - dramatically interact with their –
environment
organizations - take in inputs from their environments •
transform or process inputs into outputs –
outputs are distributed into the environment –
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14. The Organization As An Open System
Environment
System
Inputs Transformation Outputs
Raw materials Employee’s work Products and services
Human resources activities Financial results
Capital Management Information
Technology activities Human results
Information Technology and
operations methods
Feedback
Environment
© Prentice Hall, 2002 1-14

15. .(What Do Managers Do? (cont
.(Managing Systems (cont •
managers must –
coordinate various work activities •
ensure that interdependent parts work •
together
recognize and understand the impact of •
various external factors
decisions and actions taken in one –
organizational area will affect other areas
© Prentice Hall, 2002 and vice versa 1-15

16. .(What Do Managers Do? (cont
Managing in Different and Changing Situations •
require managers to use different approaches –
and techniques
Contingency perspective - different ways of –
managing are required in different organizations
and different circumstances
stresses that there are no simplistic or •
universal rules
contingency variable •
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17. EXHIBIT 1.8: POPULAR CONTINGENCY VARIABLES
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18. ?What Is An Organization
Organization •
a deliberate arrangement of people to accomplish some –
specific purpose
elements of definition •
each organization has a distinct purpose –
each organization is composed of people –
all organizations develop some deliberate structure –
:today’s organizations have adopted –
flexible work arrangements •
open communications •
greater responsiveness to changes •
© Prentice Hall, 2002 1-18

19. EXHIBIT 1.10: THE CHANGING ORGANIZATION
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20. ?Why Study Management
Universality of Management •
management is needed –
in all types and sizes of organizations •
at all organizational levels •
in all work areas •
management functions must be performed in all –
organizations
consequently, have vested interest in •
improving management
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21. EXHIBIT 1.11: UNIVERSAL NEED FOR MANAGEMENT
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22. .(Why Study Management? (cont
The Reality of Work •
most people have some managerial –
responsibilities
most people work for a manager –
Challenges of Being a Manager
- being a manager is hard work
- must deal with a variety of personalities
- must motivate workers in the face of uncertainty
© Prentice Hall, 2002 1-22

23. .(Why Study Management? (cont
Rewards of Being a Manager •
create an environment that allows others to do –
their best work
provide opportunities to think creatively –
help others find meaning and fulfillment –
meet and work with a variety of people –
© Prentice Hall, 2002 1-23