3. 2. Explain why people study
management.
3. Describe what managers do.
4. Identify the factors influencing
work agendas.
5. Describe the knowledge base and
types of skills required
by managers.
4. 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.
5. 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.
6. 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.
7. 1.3. 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.
8. 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.
9. 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.
10. 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.
11. 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.
12. 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.
13. 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.
14. 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.
15. 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.
16. 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.
17. 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.
18. 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.
•
19. 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.
20. 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.
21. 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:
•
22. 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.
23. 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.
24. 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.
25. 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.
26. 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.
27. 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.
•
28. 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.
29. 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.
31. 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.
32. 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
33. 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.
34. 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.
35. Cont...
• Glueck, W.F. (1980).Management: The Dryden Press,
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
36. 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
