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Chapter OutlineUnderstanding the Managers Job
Introduction to Management Kinds of Managers Basic Management
Functions Fundamental Management Skills The Science and Art of
Management
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Learning ObjectivesAfter studying this chapter, you should be
able to: Define management Describe the kinds of managers found
in organizations, and Briefly explain the four basic
management functions.
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Copyright 2005 by Houghton Mifflin Company. All rights
reserved.1*What is Management?A set of activities directed at an
organizations resources with the aim of achieving organizational
goals in an efficient and effective manner
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reserved.
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Copyright 2005 by Houghton Mifflin Company. All rights
reserved.1*Basic Purpose of ManagementEFFICIENTLYUsing resources
wisely andin a cost-effective wayEFFECTIVELYMaking the right
decisions andsuccessfully implementing them
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Copyright 2005 by Houghton Mifflin Company. All rights
reserved.1*What is a Manager?Someone whose primary responsibility
is to carry out the management processSomeone who plans and makes
decisions, organizes, leads, and controls human, financial,
physical, and information resources
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Copyright 2005 by Houghton Mifflin Company. All rights
reserved.1*Kinds of Managers by LevelTop ManagersThe relatively
small group of executives who manage the organizations overall
goals, strategy and operating policiesMiddle ManagersLargest group
of managers in organizationsImplement top managements policies and
plansSupervise and coordinate lower-level managers activities
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reserved.
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Kinds of Managers by Level First-Line Managers
- Managers who supervise and coordinate the activities of
operating employeesCopyright 2005 by Houghton Mifflin Company. All
rights reserved.1*
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Copyright 2005 by Houghton Mifflin Company. All rights
reserved.1*Figure 1.1 Kinds of Managers by Level and Area
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Copyright 2005 by Houghton Mifflin Company. All rights
reserved.1*Kinds of Managers by AreaMarketing ManagersWork in areas
related to getting consumers and clients to buy the organizations
products or services.Financial ManagersDeal primarily with an
organizations financial resources.Operations ManagersConcerned with
creating and managing the systems that create organizations
products and services.
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Copyright 2005 by Houghton Mifflin Company. All rights
reserved.1*Kinds of Managers by Area Human Resource
ManagersInvolved in human resource processesPlanning, recruiting
and selection, training and development, designing compensation and
benefit systems, formulating performance appraisal
systems.Administrative ManagersServe as generalists in functional
areas and are not associated with any particular management
specialty.
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Kinds of Managers by Area Other Kinds of ManagersAssigned as
specialists in positions directly related to the needs of the
organization.
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Copyright 2005 by Houghton Mifflin Company. All rights
reserved.1*The Management ProcessPlanning and Decision
MakingSetting an organizations goals and selecting a course of
action from a set of alternatives to achieve
them.OrganizingDetermining how activities and resources are
grouped.Leading Getting organizational members to work together to
advance the interests of the organization.Controlling Monitoring
organizational progress towards goals.
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Copyright 2005 by Houghton Mifflin Company. All rights
reserved.1*Figure 1.2The Management Process
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reserved.
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Copyright 2005 by Houghton Mifflin Company. All rights
reserved.1*Skills and the ManagerFundamental Management
SkillsTechnical SkillsInterpersonal SkillsConceptual
SkillsDiagnostic SkillsCommunication SkillsDecision-Making
SkillsTime-Management Skills
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Copyright 2005 by Houghton Mifflin Company. All rights
reserved.1*Fundamental Management SkillsTechnicalSkills necessary
to accomplish or understand the specific kind of work being done in
an organization.InterpersonalThe ability to communicate with,
understand, and motivate both individuals and groups.ConceptualThe
managers ability to think in the abstract.
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Copyright 2005 by Houghton Mifflin Company. All rights
reserved.1*Fundamental Management Skills DiagnosticThe managers
ability to visualize the most appropriate response to a
situation.CommunicationThe managers abilities both to convey ideas
and information effectively to others and to receive ideas and
information effectively from others.
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Fundamental Management SkillsDecision-MakingThe managers ability
to recognize and define problems correctly and to select an
appropriate course of action to solve the problems and capitalize
on opportunities.Time-ManagementThe managers ability to prioritize
work, to work efficiently, and to delegate appropriately.
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reserved.1*
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Copyright 2005 by Houghton Mifflin Company. All rights
reserved.1*Management: Science or Art?The Science of Management
Assumes that problems can be approached using rational, logical,
objective, and systematic ways. Requires technical, diagnostic, and
decision-making skills and techniques to solve problems.
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Management: Science or Art?The Art of Management Decisions are
made and problems solved using a blend of intuition, experience,
instinct and personal insights.Requires conceptual, communication,
interpersonal, and time management skills to accomplish the tasks
associated with managerial activities.
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reserved.1*
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ReferencesGriffin, Fundamentals of Management Fourth Edition,
Houghton Mifflin Company, 2005Massie, Joseph L., Esssentials of
Management, Prentice Hall, 1997
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reserved.1*
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DISCUSSANT:
MIGUEL DOMINIQUE A. MARTINEZMASTER OF ARTS IN EDUCATIONAL
LEADERSHIP AND MANAGEMENT (MAELM) SUMMER 2012Copyright 2005 by
Houghton Mifflin Company. All rights reserved.1*
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reserved.
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