This document provides an introduction to management and organizations. It defines key terms like managers, non-managerial employees, and different levels of management. It also outlines the main functions of management like planning, organizing, leading, and controlling. Managers play many roles and require technical, human and conceptual skills. The manager's job is changing with technology, security threats, ethics and competition. Organizations exist to achieve goals and require deliberate structure and coordination of people. Studying management is valuable because it is needed universally, most people are either managers or managed, and it provides both challenges and rewards.
1.1 Meaning of organization ,management, and
managers
1.1.1. Management as science or art
1.1.2. Management as a process with four functions
1.1.3. Importance of managers in organization
1.1.4. Concept of efficiency, effectiveness and
value addition to organization
1.2 Managerial roles
1.2.1 Interpersonal ,Informational and decisional roles
1.3 Managerial skill
1.3.1.Technical, Interpersonal and conceptual
skills
1.1 Meaning of organization ,management, and
managers
1.1.1. Management as science or art
1.1.2. Management as a process with four functions
1.1.3. Importance of managers in organization
1.1.4. Concept of efficiency, effectiveness and
value addition to organization
1.2 Managerial roles
1.2.1 Interpersonal ,Informational and decisional roles
1.3 Managerial skill
1.3.1.Technical, Interpersonal and conceptual
skills
introduction in Management , what is management , Management Categories , and also more about Manager and Leader , About Manager principal role , this is Basic Management Concept . presentation made by Serir Walid on Master 1 Marketing .
This is a quick overview of team leadership. It does not go into alot of detail, it is mainly a "What is Team Leadership All About Anyway" type of presentation.
introduction in Management , what is management , Management Categories , and also more about Manager and Leader , About Manager principal role , this is Basic Management Concept . presentation made by Serir Walid on Master 1 Marketing .
This is a quick overview of team leadership. It does not go into alot of detail, it is mainly a "What is Team Leadership All About Anyway" type of presentation.
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Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
2. Who Are Managers?
• Manager
– Someone who coordinates and oversees the
work of other people so that organizational
goals can be accomplished.
• Nonmanagerial employees
– These organizational members who work
directly on a job or task and have no one
reporting to them.
4. Classifying Managers
• First-line Managers
– Are at the lowest level of management and
manage the work of non-managerial
employees.
• Middle Managers
– Manage the work of first-line managers.
• Top Managers
– Are responsible for making organization-wide
decisions and establishing plans and goals
that affect the entire organization.
5. What Is Management?
• Coordinating and overseeing the work
activities of others so that their activities
are completed efficiently and effectively.
• Managerial Concerns
– Efficiency
• “Doing things right”
– Getting the most output for the least inputs
– Effectiveness
• “Doing the right things”
– Attaining organizational goals
7. What Do Managers Do?
• Functional Approach / Management Functions:
– Planning
• Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
– Organizing
• Arranging and structuring work to accomplish
organization’s goals.
– Leading
• Working with and through people to accomplish goals.
– Controlling
• Monitoring, comparing, and correcting the work.
9. What Do Managers Do? (cont’d)
• Management Roles Approach
Henry Mitzberg classified the activities of managers
into 10 management roles.
I) Interpersonal roles: involves people and other duties
that are ceremonial or symbolic in nature.
• Figurehead
• Leader
• Liaison
10. II) Informational roles ( Managing by information): Involve
collecting, receiving and disseminating information.
• Monitor
• Disseminator
• Spokesperson
III) Decisional roles: Resolve around making choices –
“Managing action”
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
11. What Do Managers Do? (cont’d)
• Skills Approach/ Management Skills
• Robert L. Katz mentioned 3 essential skills
managers need.
– Technical skills
• Job – specific knowledge and techniques needed to
proficiently perform specific task
– Human skills
• The ability to work well with other people individually
and in a group
– Conceptual skills
• The ability to think and conceptualize about abstract
and complex situations concerning the organization
13. How The Manager’s Job Is
Changing
• Changes impacting manager’s job:
• 1) Changing technology
• 2) Increased security threats
• 3) Increased emphasis on Organizational
and Managerial Ethics
• 4) Increased Competitiveness
14. 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.
15. 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
Many of today’s organizations are more
open, flexible and responsive to changes than
organizations once were.
17. Why Study Management?
• The Value of Studying Management
– (1) The universality of management
• The reality that management is needed in all
types and sizes of organizations, at all
organizational levels, in all organizational areas,
and in organizations no matter where located.
• Good management is needed in all
organizations.
19. Why Study Management? (cont.)
• The Value of Studying Management
– (2) The reality of work
• Employees either manage or are managed.
– (3) 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.
20. Challenges of being a manager
• 1) Have to deal with a variety of personalities
• 2) Work with limited resources
• 3) Motivate workers in chaotic and uncertain
situations.
• 4) Blend knowledge, skills, ambitions and
experiences of a diverse work group.
• 5) Success depends on others’ work
performance.
21. Rewards of being a manager
• 1) Have opportunity to think creatively and use
imagination.
• 2) Help others find meaning and fulfillment in
work.
• 3) Meeting and working with a variety of people.
• 4) Receive recognition and status in the
organization and community.
• 5) Receive appropriate compensation in form of
salaries and bonuses.
• 6) Play a role in influencing organizational
outcomes.