Chapter 1 managing and managers

1. What is an Organization?
• An Organization Defined
– A deliberate arrangement of people to
accomplish some specific purpose
• Common Characteristics of Organizations
– Have a distinct purpose (goal)
– Composed of people
– Have a deliberate structure

2. Types of Organizations
• Formal
• Informal
• Government
• Companies
• NGOs
• Philanthropic
• Religious

3. Why study organizations and
management?
• Living in present
• Building the future
• Remembering the past

4. 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.

5. Organogram
Chairman and MD
Vice Presidents (HR, MKT, PROD, PLLANIING, FINANCE)
General Managers
Functional Heads
Asst Managers
Executives
Officers (Supervisors)
Technicians and workers

6. TATA SPONGE IRON LIMITED

7. Tata Steel

8. Management as a specialty in time
and human relationships
• Time:
• Management is an attempt to create a
desirable future, keeping the past and the
present in mind
• Management is practiced in and is a
reflection of a particular historical era
• Management is a practice that produces
consequences and effects that emerge
overtime.

9. Who is a manager?
– Someone who works with and through other
people by coordinating and integrating their
work activities in order to accomplish
organizational goals.

10. Classifying Managers
• First-line Managers
– Are at the lowest level of management and manage
the work of non-managerial employees.
Eg. Clerical supervisor, Foreman, Technical supervisor
• Middle Managers
– Manage the work of first-line managers. Functional
heads, Asst. Managers etc.
• Top Managers
– Are responsible for making organization-wide
decisions and establishing plans and goals that affect
the entire organization.
– Executives, Chief executive officer, President and
Vice-President

11. Functional and General Managers
• A function is a collection of similar activities
• For eg HR – recruitment, promotion, transfer,
termination etc.
• Functional Managers: is responsible for only one
function area such as production, marketing, or
finance
• General manages: He oversees a complex unit
such as company etc. Is responsible for all the
activities of that unit s production, marketing, HR
etc

12. Management level and skills
• Technical skills – ability to use the procedures,
techniques and knowledge of a specialized field
eg. Surgeons, engineers musicians etc
• Human skills – ability to work with, understand,
and motivate other people as individuals or in
groups.
• Conceptual skills – ability to coordinate and
integrate all of an organization’s interests and
activities.

13. Importance of Human relationships
• Managers act in relationships that are two-
way streets; each party is influenced by
the other – colleagues, subordinates
• Managers act in relationships that have
spillover effects for other people, for better
and for worse
• Managers juggle multiple simultaneous
relationships

14. What Do Managers Do?
• Management Roles Approach
• Interpersonal roles
• Figurehead, leader, liaison
Informational roles
• Monitor, disseminator, spokesperson
– Decisional roles
• Disturbance handler, resource allocator,
negotiator

15. General Skills for Managers
• Conceptual skills
– A manager’s mental ability to coordinate all of the
organization’s interests and activities
• Interpersonal skills
– A manager’s ability to work with, understand, mentor,
and motivate others, both individually and in groups
• Technical skills
– A manager’s ability to use the tools, procedures, and
techniques of a specialized field
• Political skills
– A manager’s ability to build a power base and
establish the right connections

16. 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.

17. 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.

18. 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

19. The FunctionsThe Functions
of Managementof Management
The FunctionsThe Functions
of Managementof Management
PlanningPlanningPlanningPlanningControllingControllingControllingControlling
LeadingLeadingLeadingLeading OrganizingOrganizingOrganizingOrganizing

20. The management process
• Planning
– A primary functional managerial activity that involves:
• Defining the organization’s goals
• Establishing an overall strategy for achieving those goals
• Developing a comprehensive set of plans to integrate and
coordinate organizational work.
• Purposes of Planning
– Provides direction
– Reduces uncertainty
– Minimizes waste and redundancy
– Sets the standards for controlling

21. Planning (Cont)
• Plans are guides by which
• 1) the organization obtains and commits the resources
required to reach its objectives
• 2) members of the organization carry on activities
consistent with the chosen objectives and procedures
• 3) progress toward the objectives is monitored and
measure so that the corrective action can be taken if
progress is unsatisfactory
– Types of planning
• Strategic Plans (What business to do?)
– Apply to the entire organization.
– Establish the organization’s overall goals.
– Seek to position the organization in terms of its environment.
– Cover extended periods of time.

22. Planning (Cont)
• Operational Plans (Where to establish the plant?)
– Specify the details of how the overall goals are to be
achieved.
– Cover short time period
• Long-Term Plans (What new products can be
added?)
– Plans with time frames extending beyond three years
• Short-Term Plans
Plans with time frames on one year or less
• Specific Plans (Level of quality)
• Plans that are clearly defined and leave no room
for interpretation

23. Planning (Cont)
• Directional Plans (How to market the product?)
– Flexible plans that set out general guidelines, provide
focus, yet allow discretion in implementation.
• Single-Use Plan (How to tackle an accident)
– A one-time plan specifically designed to meet the
need of a unique situation.
• Standing Plans (How to maintain the inventory?)
– Ongoing plans that provide guidance for activities
performed repeatedly.

24. Management Processes
• 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

25. 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