2- Managerial Functions & Skills

8/2/2019 2- Managerial Functions & Skills

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Managements business is building

organizations that work.

Management is the process ofworking withand thro others to achieve organizational

objectives in a changing environment. Central

to this process is the effective and efficient use

of the limited resources


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A form of work that involves coordinating an organizationshuman, financial, physical and information resources toward

accomplishing organizational objectives.

Attainment of organizational goals in an effective andefficient manner through planning, organizing, leading and

controlling organizational resources.

NOTE THESE CHARACTERISTICS:Goal-driven

Activity is effective and efficient

Uses the four managerial functions

Copyright 2005 by Houghton MifflinCompany. All rights reserved.

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Aset of activities

planning and decision making, organizing,

leading, and controlling

directed at an organizations resources

human, financial, physical, and information

with the aim of achieving organizational goals

in an efficient and effective

manner.


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Efficiency:Operating in

such a way

that resources

are not wasted

Effectiveness:Doing the rightthings in the

right way at

the right times

SuccessfulSuccessful

ManagementManagement

Source: Adapted from Van Fleet, David D., Contemporary Management, Second Edition.Copyright 1991 by Houghton Mifflin Company. Used with permission.


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Someone whose primary responsibility is to

carry out the management process.

Someone who plans and makes decisions,organizes, leads, and controls

human, financial, physical,

and information resources.


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Planning Setting an organizations goals and selecting a

course of action to achieve them.

Organizing

Determining how activities and resources aregrouped.

Leading

Getting organizational members to work together toadvance the interests of the organization.

Controlling

Monitoring organizational progress towards goals.


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Planning

Decision Making

Organizing Staffing

Communicating

Motivating

Leading

Controlling


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FundamentalFundamentalManagementManagement

SkillsSkills

Technical SkillsTechnical Skills

Interpersonal SkillsInterpersonal Skills

Conceptual SkillsConceptual Skills

Diagnostic SkillsDiagnostic Skills

Communication SkillsCommunication Skills

DecisionDecision--Making SkillsMaking Skills

TimeTime--Management SkillsManagement Skills


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Technical

Skills necessary to accomplish or understand thespecific kind of work being done in an organization.

Interpersonal The ability to communicate with, understand, and

motivate both individuals and groups.

Conceptual

The managers ability to think in the abstract and to seethe big picture. To perceive how all the parts fittogether.


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Technical skills FOCUS IS ON WHAT IS DONE

Specialized knowledge and proficiency

Analytical ability

Works with things, tools and techniques

Interpersonal skills FOCUS IS ON HOW SOMETHING IS DONEWorks with and through people

Effective as a group/team member

Motivates, communicates, & resolves conflicts

Conceptual skillsFOCUS IS ON WHY SOMETHING IS DONE

Sees the big picture (how the parts fit together)

Understands the corporation as a whole

Future-orientedthinks strategically


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Diagnostic

The managers ability to visualize the most appropriate response to asituation.

Communication

The managers abilities both to convey ideas and information effectivelyto others and to receive ideas and information effectively from others.

Decision-Making

The managers ability to recognize and define problems andopportunities correctly and then to select an appropriate course of

action to solve the problems and capitalize on opportunities. Time-Management

The managers ability to prioritize work, to work efficiently, and todelegate appropriately.


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Technical Expertise

Clarity of Goals and Objectives

Problem Solving

Imagination and creativity

Listening for insights Directing and Coaching

Coordinating and cooperating

Quality of performance Control of details (Close Monitoring)

Energy (readiness/willingness to work)

Exerting pressure (leading team from front)


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Personal Factors Abilities and skills

Motivation

Personality

Situational Factors Nature of the work and environment

Relationships with subordinates and supervisors

Abilities of subordinates

Actions Taken Appropriate for the situation?

Luck

Being in the right place at the right time?


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The Science of Management

Assumes that problems can be approached usingrational, logical, objective, and systematic ways.

Requires technical, diagnostic, and decision-makingskills and techniques to solve problems.

The Art of Management

Decisions are made and problems solved using a blendof intuition, experience, instinct, and personal insights.

Requires conceptual, communication, interpersonal,and time-management skills to accomplish the tasksassociated with managerial activities.


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MANAGEMENT: SCIENCE OR ART?

MANAGEMENT IS AN ART OF ACHIEVING

SOMETHING MORE THAN THE SCIENCE OF

MANAGEMENT CAN PERCIEVE OR BELIEVE IT

CAN ACHIEVE

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2- Managerial Functions & Skills