2. OBJECTIVES
After studying this titel, you should be able to:.
1. Explain why people study management.
2. Describe what managers do.
3. Identify the factors influencing work agendas.
4. Describe the knowledge base and types of skills required
by managers.
3. Introduction
Management theories encompass various frameworks and
perspectives that aim to understand, explain, and guide the
practice of management within organizations. These theories
are essential in helping managers and leaders make
informed decisions, navigate complex challenges, and
improve overall organizational effectiveness.
4. Cont...
• Here's a brief introduction to some prominent management
theories:
1. Classical Management Theory: Developed during the
early 20th century, this theory emphasizes organizational
structure, hierarchy, and the rationalization of work
processes. Key proponents include Frederick Taylor,
Henri Fayol, and Max Weber.
2. Behavioral Management Theory: This approach focuses
on the human aspect of management, highlighting the
importance of understanding individual and group behavior
within organizations. Proponents such as Elton Mayo and
Douglas McGregor emphasized the significance of
motivation, communication, and leadership styles.
5. Cont...
3. Systems Theory: This theory views organizations as complex
systems comprising interconnected and interdependent parts. It
emphasizes the need to consider the organization as a whole, as
well as its interactions with the external environment.
4. Contingency Theory: Contingency theorists argue that no
one management approach suits every organization or
situation. Instead, they emphasize that the most effective
management style is contingent upon various internal and
external factors.
5. Human Relations Theory: Rooted in the Hawthorne studies,
this theory emphasizes the social and psychological aspects of
work. It underscores the importance of employee satisfaction,
motivation, and group dynamics.
6. AN OVERVIEW OF MANAGEMENT
What is management ?
Management encompasses the process of planning,
organizing, directing, and controlling the resources within
an organization to achieve specific goals and objectives. This
process involves coordinating and overseeing the activities of
individuals, teams, and departments to ensure that the
organization operates efficiently and effectively.
7. Cont...
In a broader sense, management involves:
1. Planning: Setting goals and defining the strategies to
attain those goals.
2. Organizing: Structuring the resources (human, financial,
and material) and activities to accomplish the organization's
objectives.
3. Leading: Guiding and motivating individuals and teams to
work towards achieving the established goals.
4. Controlling: Monitoring performance, identifying
deviations from plans, and taking corrective actions to
ensure the organization stays on course.
8. Why study management?
Studying management is crucial for several reasons:
1. Understanding Organizational Behavior: Management
studies provide insights into how individuals, teams, and
groups behave within an organizational setting.
Understanding these behaviors is crucial for effective
leadership, decision-making, and team dynamics.
2. Developing Leadership Skills: Management education
focuses on developing leadership qualities such as effective
communication, strategic thinking, conflict resolution, and
the ability to inspire and guide teams toward achieving
organizational goals.
3. Efficient Resource Allocation: Managers need to
efficiently allocate resources, including human resources,
finances, and time, to drive organizational success.
Management studies provide frameworks and tools for
optimizing resource allocation.
9. Cont...
4. Learning Strategic Planning and Decision-making:
Effective management involves making informed
strategic decisions. Management education provides the
tools and knowledge required to assess varied strategic
options and make sound decisions that align with
organizational objectives.
5. Enhancing Operational Efficiency: Managers play a
pivotal role in ensuring the smooth operation of an
organization. Studying management equips individuals
with the ability to streamline processes, improve
operational efficiency, and adapt to changes within the
business environment.
10. Cont...
An example of management in action could involve the
strategic reorganization of a company's departments to
improve cross-functional collaboration and increase
overall efficiency. Another example might involve a
manager implementing process improvements based on
customer feedback to enhance the quality of a product or
service.
11. What do managers do?
Managers play a critical role in organizations by performing a
variety of essential functions. These include:
1. Planning: Managers are responsible for setting objectives and
determining the best courses of action to achieve the
organization's goals. This involves creating strategies, policies,
and procedures to guide the organization's activities.
2. Organizing: Managers organize resources such as people,
finances, and materials to ensure that the organization's plans are
carried out effectively. This may involve establishing team
structures, workflows, and systems for efficient operations.
3. Leading: Leading involves motivating, guiding, and supervising
employees to work together toward achieving the organization's
goals. Managers provide direction, support, and resources to help
individuals and teams perform at their best.
12. Cont...
4. Controlling: Managers monitor activities, measure
performance, and take corrective actions to ensure that the
organization's objectives are being met. This involves
evaluating progress, identifying deviations from plans, and
making necessary adjustments.
5. Decision-making: Managers are responsible for making
strategic and tactical decisions to address challenges,
allocate resources, and guide the organization's direction.
They analyze information, consider alternatives, and choose
the best courses of action.
13. Managers work methods
A manager's work method generally refers to the approach and
practices used by a manager to plan, organize, lead, and control
resources and activities within an organization to achieve stated
objectives. Here's an overview of a typical manager's work
method:
1. Planning: Managers engage in creating strategic plans,
setting goals, and developing policies and methods to ensure the
organization's overall success. This involves predicting
outcomes, setting objectives, and laying out the strategies to
achieve those objectives.
2. Organizing: Managers create structures within the
organization to allocate resources, assign responsibilities, and
coordinate activities to achieve the organization's goals. They
establish reporting structures, workflows, and systems that
enable the efficient execution of planned objectives.
14. Cont...
3. Leading: Managers take on the role of leading their
team, inspiring, motivating, and empowering employees
to perform at their best. This also involves resolving
conflicts, providing guidance, and serving as a role
model for the team.
4. Controlling: Managers monitor activities and take
corrective actions to ensure that the organization's
objectives are being attained. This includes overseeing
performance, addressing any deviations, and making
necessary adjustments to keep the organization on track.
15. Cont...
As for an example, consider a marketing manager at a
technology company. The manager's work method might
include:
-Planning marketing campaigns and strategies for new
product launches.
-Organizing the marketing team's roles and responsibilities
for executing the campaign.
Leading the team's creative process and ensuring
coordination between different departments such as design,
content, and sales’
Controlling campaign performance through metrics and
feedback, adjusting the approach based on the campaign's
effectiveness.This example illustrates how a manager's
work method is applied in a specific context to achieve
desired outcomes within an organization.
16. Managerial Work Agendas
• A work agenda for management typically involves
planning, organizing, and overseeing various activities to
achieve organizational goals. It often includes tasks such as
setting objectives, coordinating resources, directing teams,
and monitoring progress. The agenda can cover a variety of
areas, including strategic planning, team management,
project oversight, and operational efficiency.
17. Cont....
Here's an example of a management work agenda:
1. Strategic Planning:
- Review and refine the company's long-term goals and
objectives.
- Coordinate with department heads to align strategies with
broader organizational goals.
2. Team Management:
- Conduct performance evaluations and provide
constructive feedback to team members.
- Identify skill gaps and plan for professional development
opportunities.
3. Project Oversight:
- Monitor the progress of critical projects and ensure they
stay on track.
- Address any roadblocks and make necessary adjustments
to ensure project success.
18. Cont...
4. Operational Efficiency:
- Review operational processes for potential improvements
in efficiency and cost-effectiveness.
- Identify opportunities for automation or streamlining of
workflow.
5. Stakeholder Engagement:
- Engage with key stakeholders to address concerns and
gather feedback.
- Communicate important updates and decisions to ensure
alignment across the organization.
6. Crisis Preparedness:
- Develop contingency plans for potential crises or
unexpected events.
- Ensure the organization is prepared to respond effectively
to unforeseen challenges.
19. Cont...
• This example reflects the areas that might be included in a
management work agenda. The specific tasks and priorities
will depend on the nature of the organization, its current
challenges, and the management's strategic objectives.
20. Managerial Work Agendas
• A managerial work agenda involves planning,
organizing, and overseeing various activities to
achieve organizational goals. The work agenda
takes into account factors that influence the
management's priorities and the allocation of
resources. Here's an example of a managerial
work agenda along with factors that can influence
it:
21. Cont...
Managerial Work Agenda:
1. Strategic Planning:
- Define long-term goals.
- Develop strategies to achieve goals.
2. Resource Allocation and Optimization:
- Allocate budget and human resources.
- Identify areas for resource optimization.
3. Team Management:
- Foster team collaboration and communication.
- Address skill gaps and promote professional development.
4. Operational Efficiency:
- Review and improve operational processes.
- Identify opportunities for automation and streamlining.
22. Cont...
4. Operational Efficiency:
- Review and improve operational processes.
- Identify opportunities for automation and streamlining.
5. Project Oversight:
- Monitor project progress and milestones.
- Ensure project timelines and deliverables are met.
6. Stakeholder Engagement:
- Engage with key stakeholders to address concerns and
gather feedback.
- Communicate organizational updates and decisions.
23. Factors Influencing Work Agendas:
1. Economic Environment:
- Economic trends influencing budget allocation and
resource availability.
2. Market Demands:
- Shifts in consumer demands influencing strategic
planning and operational focus.
3. Technological Advancements:
- Opportunities to streamline operations and improve
efficiency through technological updates.
4. Regulatory Changes:
- Ongoing or new regulatory requirements impacting
resource allocation and operational processes.
5. Internal Organizational Factors:
- Organizational restructuring, mergers, or acquisitions
influencing resource allocation and team dynamics.
24. Cont...
• Example: In a technology company, the managerial work
agenda may involve developing strategies for new product
launches and optimizing existing operational processes to
align with changing consumer demands. Factors such as
technological advancements and market demands can
heavily influence the prioritization of strategic planning
and resource allocation within the organization.
25. MANAGERIAL KNOWLEDGE AND SKILLS
Managerial knowledge and skills encompass a
broad range of competencies that are essential for
effective leadership and decision-making in
organizational settings
A skill is an ability to engage in a set of
behaviours that are functionally related to one
another and that leads to a desired performance
level in a given area. Another name for skill is
competence.
26. Cont...
Some key areas of managerial knowledge and skills
include:
1. Strategic Thinking: The ability to envision long-term goals
and develop comprehensive strategies to achieve them. This
involves understanding market dynamics, competitive
positioning, and the organization's strengths and
weaknesses.
2. Communication: Strong communication skills are vital for
conveying ideas, influencing others, and fostering
collaboration. Managers must effectively convey
information, actively listen, and provide feedback to their
teams.
3. Team Leadership: The capacity to inspire, motivate, and
guide teams toward achieving common objectives. This
includes understanding team dynamics, resolving conflicts,
and promoting a positive work culture.
27. Cont..
4. Decision-making: The capacity to make informed
decisions based on sound judgment, critical thinking, and
analysis of available data. This involves assessing risks,
considering alternatives, and making choices that align with
organizational objectives.
5. Change Management: The ability to navigate and lead
through organizational change, fostering adaptability and
resilience within the team and the broader organization.
6. Financial Acumen: Understanding financial principles,
budgeting, and resource allocation is crucial for effective
managerial decision-making.
7. Problem-solving: Managers should possess strong
problem-solving skills to address challenges, analyze
complex situations, and develop effective solutions.
28. Cont...
8. Ethical Leadership: Upholding ethical standards and
integrity while guiding the organization's actions and
decisions.
These knowledge areas and skills are essential for managers
to navigate the complexities of today's dynamic business
environment and lead their teams to success.
30. Three essential management
skills
Technical skills: Entail the ability to apply specialized
knowledge or expertise. You should note that all jobs
require some specialized expertise (skills). You should also
note that many people develop their technical skills on the
job.
Human skills: Human skills are skills associated with a
manager’s ability to work well with others both as a group
member and as a leader who gets things done through
others.
31. Cont...
Conceptual skills:These are skills related to the ability to
visualize the organization as a whole, discern
interrelationships among organizational parts, and
understand how the organization fits into the broader
context of the industry, community, and world.
A manager with sound knowledge and sufficient skills can
achieve high performance effectively and efficiently. You
need to know what is meant by being effective and efficient.
Effectiveness refers to the ability to choose appropriate goals
and achieve them. Simply put, it is doing the right things.
Efficiency (doing things right) refers to the ability to make
the
best use of available resources to achieve goals.
32. CONCLUSION
• Management is coordinating work activities to complete
them efficiently and effectively with and through other
people. Individuals are interested in studying
management to assist them in their daily activities and
also to assist them in their organizational work.
Managers draw up work agendas to work efficiently and
effectively. There are some factors that influence work
agendas. These are job demands, job constraints, and
job choices.
33. Referance
Bartol, K.M. and D.C. Martin(1994).Management (2nd
Ed); McGraw-Hill,Inc New York.
Bowee, C. L; Thill, J. V; Wood, M. B; and G. R. Dove
(1993). Management: McGraw-Hill Inc. New York.
Brown, W.B and D.C. Moberg(1980).Organization Theory
and Management: A Macro Approach, John Wiley and
Sons, New York.
Dabney, P. Jr. (1980). “What Management Is and
Isn’t,”Educational Record, Fall, pp. 72-75.
34. Cont...
Glueck, W.F. (1980).Management: The
DrydenPress,Hinsdale, Illinois, U.S.A
Stoner, J.A.F. and W. Wankel (1986).Management: (13th
Ed). Prentice-Hall of India Private Limited, New Delhi.
Stoner, J.A.F., Freeman, R.E. and D.R. Gilbert(2000).
Management: (6th Edition); Prentice-Hall of India Private
Limited, New Delh
35. Cont..
"Principles of Management" by Henri Fayol
"The Functions of the Executive" by Chester I. Barnard
"Management: Tasks, Responsibilities, Practices" by
Peter F. Drucker:
"Organization and Management: A Systems Approach" by
Wendell L. French and Cecil H. Bell:
"Management and Organizational Behavior Classics" by
S. Robert Dirschneider and Jonathan P. Doh
36. End of page !
Crated by: Tilahun- Tesema
In 2016 E.c
