This document discusses managers and management. It defines management as coordinating the actions of people in an organization to achieve goals. Managers are responsible for supervising the use of resources, including people, equipment, and finances. The main functions of management are planning, organizing, leading, and controlling. Managers spend differing amounts of time on each function. An organization's structure and a manager's skills can impact its performance.

1. Managers and Management
Dr. G C Mohanta, BE, MSc(Engg), MBA, PhD(Mgt)
Professor

2. 1-2
What is Management?
 Management is getting things done through others
 All managers work in organizations
 Organizations are collections of people who work
together
 Management is the coordination of their actions to
achieve the goals of the organisation
 Management is planning, organizing, leading and
controlling of human & other resources to achieve
organizational goals effectively and efficiently

3. 1-3
What are Resources?
 Resources include people, skills, know-how & experience,
machinery, raw materials, computers & IT, patents,
financial capital, loyal customers and employees

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Managers
Managers –
 The people responsible for supervising the use
of an organization’s resources to meet its goals

5. Questions
 Who are the persons responsible for supervising the
use of an organization’s resources to meet its goals?
A. Team leader
B. Manager
C. President
D. Resource allocator

6. Management Functions
 Planning- Includes defining goals, establishing
strategy, and developing plans to coordinate activities.
 Organizing- Determining what tasks are to be done,
who is to do them, how are tasks to be grouped, who
reports to whom and where decisions are to be made.
 Leading- Includes motivating subordinates, directing
others, selecting the most effective communication
channels, and resolving conflicts.
 Controlling- Monitoring activities to ensure they are
being accomplished as planned and correcting any
significant deviations.

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Relative Amount of Time That Managers Spend
on the Four Managerial Functions
Figure 1.4

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Organizational Structure
A formal system of task and reporting relationships
that coordinates and motivates members so that
they work together to achieve organizational goals

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What is Organizational Performance
A measure of how efficiently and effectively managers
use available resources to satisfy customers and
achieve organizational goals

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Factors Affecting Organizational
Performance
Efficiency
 A measure of how well or how productively resources
are used to achieve a goal
Effectiveness
 A measure of the appropriateness of the goals an
organization is pursuing and the degree to which they
are achieved.

11. 1-11
Figure 1.1

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Areas of Managers
Department
 A group of managers and employees who work
together and possess
similar skills
or use the same
knowledge, tools,
or techniques

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Levels of Management
• First line managers - Responsible for daily
supervision of the non-managerial employees who
perform many of the specific activities necessary to
produce goods and services
• Middle managers - Supervise first-line managers.
Responsible for finding the best way to organize
human and other resources to achieve organizational
goals

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Levels of Management
• Top managers –
 Responsible for the performance of all departments
and have cross-departmental responsibility.
 Establish organizational goals and monitor middle
managers
 Decide how different departments should interact
 Ultimately responsible for the success or failure of an
organization

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Levels of Management
 Chief executive officer (CEO) is company’s most
senior and important manager
 Central concern is creation of a smoothly functioning
top-management team
 CEO, COO, Department heads

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Levels of Management
Figure 1.3

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Managerial Skills
 Conceptual skills
 The ability to analyze and diagnose a situation and
distinguish between cause and effect.
 Human skills
 The ability to understand, alter, lead, and control the
behavior of other individuals and groups.
 Technical skills
 Job-specific skills required to perform a particular
type of work or occupation at a high level.

18. 1-18
Skill Types Needed
Figure 1.5