A MANAGEMENT Issues & Concepts Feb 15

7/25/2019 A MANAGEMENT Issues & Concepts Feb 15

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MANAGEMENTMANAGEMENTISSUES ANDISSUES ANDCONCEPTSCONCEPTS


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MANAGEMENT is theMANAGEMENT is theprocess of designing andprocess of designing andmaintaining anmaintaining anenvironment in whichenvironment in which individ a!s" wor#ingindivid a!s" wor#ing

together in gro ps"together in gro ps"accomp!ish e$cient!%accomp!ish e$cient!%

se!ected aims&se!ected aims&


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This 'asic de(nition needs This 'asic de(nition needs

to 'e e)panded*to 'e e)panded* As managers" peop!e carr%As managers" peop!e carr%o t the manageria!o t the manageria!f nctions off nctions of p!anning"p!anning"

organi+ing& Sta$ng" !eadingorgani+ing& Sta$ng" !eadingand contro!!ing&and contro!!ing&


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Management app!iesManagement app!ies

to an% #ind ofto an% #ind oforgani+ation&organi+ation&


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It app!ies to managersIt app!ies to managersat a!! organi+ationa!at a!! organi+ationa!

!eve!s&!eve!s&


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The aim of a!! The aim of a!!managers is the samemanagers is the same* to create a s rp! s&* to create a s rp! s&


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The aim of a!! The aim of a!!managers is the samemanagers is the same* to create a s rp! s&* to create a s rp! s&


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Managing isManaging is

concerned withconcerned withprod ctivit%, thatprod ctivit%, thatimp!iesimp!ies

e-ectiveness ande-ectiveness ande$cienc%&e$cienc%&


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Levels ofLevels ofManagement:Man agement:

.eve!s of management.eve!s of management

means the manageria!means the manageria!


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0& Top .eve!0& Top .eve!


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as c anager a o es

Managers often p!a% a n m'er ofManagers often p!a% a n m'er ofdi-erent ro!es& M ch of o rdi-erent ro!es& M ch of o r#now!edge a'o t manageria! ro!es#now!edge a'o t manageria! ro!escomes from the wor# of 5enr%comes from the wor# of 5enr%Mint+'erg&Mint+'erg&Mint+'erg identi(ed ten 'asicMint+'erg identi(ed ten 'asicmanageria! ro!es c! stered intomanageria! ro!es c! stered intothree genera! categories&three genera! categories& 6oth the6oth thecategories and the speci(c ro!es arecategories and the speci(c ro!es are

!isted in the ta'!e&!isted in the ta'!e&


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1.1. Interpersonal RolesInte rpersonal Roles

a7 4ig reheada7 4ig rehead'7 .eader'7 .eaderc7 .iaisonc7 .iaison


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2.2. Informational RolesInformational Roles

8 Monitor8 Monitor8 Disseminator8 Disseminator8 Spo#esperson8 Spo#esperson


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3.3. Decision Making RolesDecision Ma king Roles 8 Entreprene r8 Entreprene r8 Dist r'ance hand!er8 Dist r'ance hand!er8 9eso rce a!!ocator8 9eso rce a!!ocator

8 Negotiator8 Negotiator


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Important Managerial RolesCategory Role Example

Interpersonal Figurehead Attend employee retirement ceremonyLeader Encourage workers to increase productivityLiaison Coordinate activities of two committees

Informational Monitor Scan Business eek for information a!outcompetition

"isseminator Send out memos outlining new policiesSpokesperson #old press conference to announce new plant

"ecision$

making

Entrepreneur "evelop idea for new product and convince

others of its merits"istur!ancehandler

%esolve dispute

%esourceallocator

Allocate !udget re&uests

'egotiator Settle new la!or contract


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Sti!! another important e!ementSti!! another important e!ementof manageria! wor# is the s#i!!sof manageria! wor# is the s#i!!snecessar% to carr% o t 'asicnecessar% to carr% o t 'asic

f nctions and (!! f ndamenta!f nctions and (!! f ndamenta!ro!es& In genera!" mostro!es& In genera!" mosts ccessf ! managers have as ccessf ! managers have astrong com'ination ofstrong com'ination of technica!"technica!"interpersona!" concept a! andinterpersona!" concept a! and

diagnostic s#i!!s&diagnostic s#i!!s&


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Technical Skills:Technical Skills:

Technical skillsTechnical skills are thoseare thoses#i!!s necessar% tos#i!!s necessar% toaccomp!ish speci(c tas#saccomp!ish speci(c tas#s

within the organi+ation&within the organi+ation&


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Interpersonal skillsInterpersonal skills comprise the manager:scomprise the manager:s

a'i!it% to comm nicate with"a'i!it% to comm nicate with"nderstand" and motivatenderstand" and motivateindivid a!s and gro ps&individ a!s and gro ps&


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oncept!al skillsoncept!al skills are theare themanager:s a'i!it% to thin# inmanager:s a'i!it% to thin# inthe a'stract&the a'stract&


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Diagnostic skillsDiagnostic skills are theare themanager:s a'i!it% tomanager:s a'i!it% to

nderstand ca se;and;e-ectnderstand ca se;and;e-ect

re!ationships and tore!ationships and torecogni+e the optima!recogni+e the optima!so! tions to pro'!ems&so! tions to pro'!ems&


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Diagnostic skillsDiagnostic skills are theare themanager:s a'i!it% tomanager:s a'i!it% to

nderstand ca se;and;e-ectnderstand ca se;and;e-ect

re!ationships and tore!ationships and torecogni+e the optiona!recogni+e the optiona!so! tions to pro'!ems&so! tions to pro'!ems&


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"!nctions of"!nctions of

ManagementManagement


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#lanning#lanning

P!anning invo!ves se!ecting missionsP!anning invo!ves se!ecting missionsand o'


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No rea! p!an e)ists nti! a decision;aNo rea! p!an e)ists nti! a decision;acommitment of h man or materia!commitment of h man or materia!reso rces or rep tation;has 'eenreso rces or rep tation;has 'eenmade& 6efore a decision is made" a!!made& 6efore a decision is made" a!!we have is a p!anning st d%" anwe have is a p!anning st d%" anana!%sis" or a proposa!" ' t not a rea!ana!%sis" or a proposa!" ' t not a rea!

p!an&p!an&


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P!anning 'ridges the gap from whereP!anning 'ridges the gap from wherewe are to where we want to 'e in awe are to where we want to 'e in a

desired f t re& It strong!% imp!ies notdesired f t re& It strong!% imp!ies noton!% the introd ction of new thingson!% the introd ction of new things' t a!so sensi'!e and wor#a'!e' t a!so sensi'!e and wor#a'!e

imp!ementation&imp!ementation&


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It ma#es it possi'!e for things to occ rIt ma#es it possi'!e for things to occ rthat wo !d not otherwise happen&that wo !d not otherwise happen&A!tho gh the f t re can se!dom 'eA!tho gh the f t re can se!dom 'epredicted with acc rac% andpredicted with acc rac% and

nforeseen events ma% interfere withnforeseen events ma% interfere withthe 'est;!aid p!ans" n!ess there isthe 'est;!aid p!ans" n!ess there is

p!anning" actions tend to 'e aim!essp!anning" actions tend to 'e aim!essand !eft to chance&and !eft to chance&


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$rgani%ing$rgani%ing

Organi+ing is that part of managingOrgani+ing is that part of managingthat invo!ves esta'!ishing anthat invo!ves esta'!ishing an

intentiona! str ct re of ro!es forintentiona! str ct re of ro!es forpeop!e to (!! in an organi+ation&peop!e to (!! in an organi+ation&


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It is intentiona! in the sense of ma#ingIt is intentiona! in the sense of ma#ings re that a!! the tas#s necessar% tos re that a!! the tas#s necessar% toaccomp!ish goa!s are assigned and" itaccomp!ish goa!s are assigned and" it

is hoped" assigned to peop!e who canis hoped" assigned to peop!e who cando them 'est&do them 'est&


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The p rpose of an organi+ation The p rpose of an organi+ationstr ct re is to he!p in creating anstr ct re is to he!p in creating an

environment for h man performance&environment for h man performance&


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It is" then" a management too! and notIt is" then" a management too! and notan end in and of itse!f& A!tho gh thean end in and of itse!f& A!tho gh thestr ct re m st de(ne the tas#s to 'estr ct re m st de(ne the tas#s to 'e

done" the ro!es so esta'!ished m stdone" the ro!es so esta'!ished m sta!so 'e designed in the !ight of thea!so 'e designed in the !ight of thea'i!ities and motivations of peop!ea'i!ities and motivations of peop!e

avai!a'!e&avai!a'!e&


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To design an e-ective organi+ation To design an e-ective organi+ation

str ct re is not an eas% manageria!str ct re is not an eas% manageria!tas#& Man% pro'!ems are enco nteredtas#& Man% pro'!ems are enco nteredin ma#ing str ct res (t sit ations"in ma#ing str ct res (t sit ations"

inc! ding 'oth de(ning the #ind ofinc! ding 'oth de(ning the #ind of


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Sta'ngSta'ng

Sta$ng invo!ves (!!ing" and #eepingSta$ng invo!ves (!!ing" and #eeping(!!ed" the positions in the organi+ation(!!ed" the positions in the organi+ation

str ct re&str ct re&


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Sta$ng is done '% identif%ing wor#;Sta$ng is done '% identif%ing wor#;force re= irements" inventor%ing theforce re= irements" inventor%ing thepeop!e avai!a'!e" recr iting" se!ecting"peop!e avai!a'!e" recr iting" se!ecting"p!acing" promoting" p!anning thep!acing" promoting" p!anning thecareer" compensating" and training orcareer" compensating" and training or

otherwise deve!oping 'oth candidatesotherwise deve!oping 'oth candidatesand c rrent


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Lea(ingLea(ing .eading is in> encing peop!e so that.eading is in> encing peop!e so thatthe% wi!! contri' te to organi+ationthe% wi!! contri' te to organi+ation

and gro p goa!s, it has to doand gro p goa!s, it has to dopredominant!% with the interpersona!predominant!% with the interpersona!aspect of managing&aspect of managing&


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A!! managers wo !d agree that theirA!! managers wo !d agree that theirmost important pro'!ems arise frommost important pro'!ems arise frompeop!e;their desires and attit des"peop!e;their desires and attit des"their 'ehavior as individ a!s and intheir 'ehavior as individ a!s and in

gro ps;and that e-ective managersgro ps;and that e-ective managersa!so need to 'e e-ective !eaders&a!so need to 'e e-ective !eaders&


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Since !eadership imp!ies fo!!owershipSince !eadership imp!ies fo!!owershipand peop!e tend to fo!!ow those whoand peop!e tend to fo!!ow those whoo-er a means of satisf%ing their owno-er a means of satisf%ing their ownneeds" wishes" and desires" it isneeds" wishes" and desires" it is

nderstanda'!e that !eading invo!vesnderstanda'!e that !eading invo!vesmotivation" !eadership st%!es andmotivation" !eadership st%!es andapproaches" and comm nication&approaches" and comm nication&


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ontrollingontrolling

Contro!!ing is the meas ring andContro!!ing is the meas ring andcorrecting of activities ofcorrecting of activities ofs 'ordinates" to ens re that eventss 'ordinates" to ens re that eventsconform to p!ans& It meas resconform to p!ans& It meas resperformance against goa!s and p!ans"performance against goa!s and p!ans"shows where negative deviationsshows where negative deviationse)ist" and" '% p tting in motione)ist" and" '% p tting in motion

actions to correct deviations"actions to correct deviations"


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he!ps ens re accomp!ishment ofhe!ps ens re accomp!ishment ofp!ans& A!tho gh p!anning m stp!ans& A!tho gh p!anning m st

precede contro!!ing" p!ans are not se!f;precede contro!!ing" p!ans are not se!f;achieving& The p!an g ides managersachieving& The p!an g ides managersin the se of reso rces to accomp!ishin the se of reso rces to accomp!ishspeci(c goa!s& Then activities arespeci(c goa!s& Then activities arechec#ed to determine whether the%chec#ed to determine whether the%conform to p!ans&conform to p!ans&


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Contro! activities genera!!% re!ate toContro! activities genera!!% re!ate tothe meas rement of achievement&the meas rement of achievement&Some means of contro!!ing" !i#e theSome means of contro!!ing" !i#e the' dget for e)pense" inspection' dget for e)pense" inspectionrecords" and the record of !a'or;ho rsrecords" and the record of !a'or;ho rs!ost" are genera!!% fami!iar& Each!ost" are genera!!% fami!iar& Eachmeas res and each shows whethermeas res and each shows whether

p!ans are wor#ing o t& If deviationsp!ans are wor#ing o t& If deviationspersist" correction is indicated& 6 tpersist" correction is indicated& 6 twhat is corrected?what is corrected?


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oor(ination) the *ssence ofoor(ination) the *ssence ofManagershipManagership Some a thorities considerSome a thorities considercoordination to 'e a separate f nctioncoordination to 'e a separate f nctionof the manager& It seems moreof the manager& It seems more

acc rate" however" to regard it as theacc rate" however" to regard it as theessence of managership" for theessence of managership" for theachievement of harmon% of individ a!achievement of harmon% of individ a!

e-orts toward the accomp!ishment ofe-orts toward the accomp!ishment ofgro p goa!s is the p rpose ofgro p goa!s is the p rpose ofmanaging& @Each of the manageria!managing& @Each of the manageria!f nctions is an e)ercise contri' tingf nctions is an e)ercise contri' tingto coordination&to coordination&


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Even in the case of a ch rch or a fraterna!Even in the case of a ch rch or a fraterna!organi+ation" individ a!s often interpretorgani+ation" individ a!s often interpretsimi!ar interests in di-erent wa%s" and theirsimi!ar interests in di-erent wa%s" and their

e-orts toward m t a! goa!s do note-orts toward m t a! goa!s do nota tomatica!!% mesh with the e-orts ofa tomatica!!% mesh with the e-orts ofothers& It th s 'ecomes the centra! tas# ofothers& It th s 'ecomes the centra! tas# ofthe manager to reconci!e di-erences inthe manager to reconci!e di-erences inapproach" timing" e-ort" or interest" and toapproach" timing" e-ort" or interest" and toharmoni+e individ a! goa!s to contri' te toharmoni+e individ a! goa!s to contri' te toorgani+ation goa!s&organi+ation goa!s&


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#rinciples of#rinciples ofManagementManagement


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Division of +ork:Division of +ork: This is the This is thespecia!i+ation which economistsspecia!i+ation which economistsconsider necessar% to e$cienc% inconsider necessar% to e$cienc% inthe se of !a'or& 4a%o! app!ies thethe se of !a'or& 4a%o! app!ies theprincip!e to a!! #inds of wor#"princip!e to a!! #inds of wor#"manageria! as we!! as technica!&manageria! as we!! as technica!&


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,!thorit- an( responsi ilit-:,!thorit- an( responsi ilit-:

5ere 4a%o! (nds a thorit% and5ere 4a%o! (nds a thorit% andresponsi'i!it% to 'e re!ated" with theresponsi'i!it% to 'e re!ated" with the!atter the coro!!ar% of the former and!atter the coro!!ar% of the former and

arising from it& 5e sees a thorit% asarising from it& 5e sees a thorit% asa com'ination of o$cia!" from thea com'ination of o$cia!" from themanager:s position" and persona!"manager:s position" and persona!"

compo nded of inte!!igence"compo nded of inte!!igence"e)perience" mora! worth" paste)perience" mora! worth" pastservice" etc&"B factors&service" etc&"B factors&


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Discipline:Discipline: Seeing discip!ine asSeeing discip!ine asrespect for agreements which arerespect for agreements which are

directed at achieving o'edience"directed at achieving o'edience"app!ication" energ%" and the o twardapp!ication" energ%" and the o twardmar#s of respect"B 4a%o! dec!ares thatmar#s of respect"B 4a%o! dec!ares thatdiscip!ine re= ires good s periors atdiscip!ine re= ires good s periors ata!! !eve!s&a!! !eve!s&


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/nit- of comman(:/nit- of comman(: This means This means

that emp!o%ees sho !d receivethat emp!o%ees sho !d receiveorders from one s perior on!%&orders from one s perior on!%&


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/nit- of (irection:/nit- of (irection: According toAccording tothis princip!e" each gro p ofthis princip!e" each gro p ofactivities with the same o'


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S! or(ination of in(ivi(!al toS! or(ination of in(ivi(!al togeneral interest:general interest:

This is se!f;e)p!anator%, when the This is se!f;e)p!anator%, when thetwo are fo nd to di-er"two are fo nd to di-er"management m st reconci!e them&management m st reconci!e them&


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Rem!neration:Rem!neration:

9em neration and methods of9em neration and methods ofpa%ment sho !d 'e fair and a-ordpa%ment sho !d 'e fair and a-ordthe ma)im m possi'!e satisfactionthe ma)im m possi'!e satisfaction

to emp!o%ees and emp!o%er&to emp!o%ees and emp!o%er&


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entrali%ationentrali%ation **

itho t sing the termitho t sing the term

centra!i+ation of a thorit%B 4a%o!centra!i+ation of a thorit%B 4a%o!refers to the e)tent to whichrefers to the e)tent to whicha thorit% is concentrated ora thorit% is concentrated or

dispersed& Individ a! circ mstancesdispersed& Individ a! circ mstanceswi!! determine the degree that wi!!wi!! determine the degree that wi!!give the 'est over;a!! %ie!dB&give the 'est over;a!! %ie!dB&


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Scalar chain:Scalar chain: 4a%o! thin#s of this4a%o! thin#s of thisas a chain of s periorsB from theas a chain of s periorsB from thehighest to the !owest ran#s" which"highest to the !owest ran#s" which"whi!e not to 'e departed fromwhi!e not to 'e departed fromneed!ess!%" sho !d 'e short;need!ess!%" sho !d 'e short;circ ited when to fo!!ow itcirc ited when to fo!!ow itscr p !o s!% wo !d 'e detrimenta!&scr p !o s!% wo !d 'e detrimenta!&


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$r(er:$r(er: 6rea#ing this into6rea#ing this intomateria!B and socia!B order" 4a%o!materia!B and socia!B order" 4a%o!

fo!!ows the simp!e adage of afo!!ows the simp!e adage of ap!ace for ever%thing ever%oneF"p!ace for ever%thing ever%oneF"and ever%thing ever%oneF in itsand ever%thing ever%oneF in its

this or herF p!ace&B This isthis or herF p!ace&B This isessentia!!% a princip!e ofessentia!!% a princip!e oforgani+ation in the arrangement oforgani+ation in the arrangement ofthings and peop!e&things and peop!e&


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*0!it-:*0!it-: .o%a!t% and devotion.o%a!t% and devotionsho !d 'e e!icited from personne!sho !d 'e e!icited from personne!'% a com'ination of #ind!iness and'% a com'ination of #ind!iness and

< stice on the part of managers < stice on the part of managerswhen dea!ing with s 'ordinates&when dea!ing with s 'ordinates&


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Sta ilit- of ten!re:Sta ilit- of ten!re:

4inding nnecessar% t rnover to 'e4inding nnecessar% t rnover to 'e'oth the ca se and the e-ect of'oth the ca se and the e-ect of'ad management" 4a%o! points o t'ad management" 4a%o! points o t

its dangers and costs&its dangers and costs&


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Initiative:Initiative: Initiative is conceived ofInitiative is conceived ofas the thin#ing o t and e)ec tion ofas the thin#ing o t and e)ec tion ofa p!an& Since it is one of thea p!an& Since it is one of the

#eenest satisfactions for an#eenest satisfactions for aninte!!igent man to e)perience& 4a%o!inte!!igent man to e)perience& 4a%o!e)horts managers to sacri(cee)horts managers to sacri(ce

persona! vanit% in order to permitpersona! vanit% in order to permits 'ordinates to e)ercise it&s 'ordinates to e)ercise it&


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*sprit (e corps:*sprit (e corps: This is the This is theprincip!e that in nion there isprincip!e that in nion there isstrengthB as we!! as an e)tension ofstrengthB as we!! as an e)tension ofthe princip!e of nit% of command"the princip!e of nit% of command"emphasi+ing the need foremphasi+ing the need forteamwor# and the importance ofteamwor# and the importance ofcomm nication in o'taining it&comm nication in o'taining it&

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A MANAGEMENT Issues & Concepts Feb 15