Mngmt Intro Final

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October 11, 2008 DEVELOPMENT OF MANAGEMENT THOUGHT 1

DEVELOPMENT OF MANAGEMENT THOUGHT


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MANAGEMENT -Definitionsy Management

y Old French- mnagement the art of conducting,

directing,y Latin- manu agere to lead by the hand

y From the above it is the process of leading anddirecting all or part of an organization, often a

business, through the deployment and manipulationof resources (human, financial, material, intellectualor intangible)

2007 Prentice Hall, Inc. All rights reserved. 12


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MANAGEMENT -DefinitionsAccording to Peter Drucker

y

Management is a multipurposeorgan that manages a businessmanager and manages worker and

work.

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MANAGEMENT -DefinitionsAccording to F. W. TAYLOR

Management is knowing exactlywhat you want men to do and thenseeing that hey do it in the best and

cheapest way.

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MANAGEMENT -DefinitionsAccording to Henry Fayol-

The process of coordinating andintegrating work activities so thatthey are completed efficiently and

effectively with and through otherpeople.

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Management is the art and

science of getting things onethrough others, generally by organizing and directing their

activities on the job.

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MANAGEMENT -Definitions


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Effectiveness and Efficiency in Management

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Characteristics of Managment

1. MULTIDISCIPLINARY.

2. ITSAGROUPACTIVITY.

3. ITSGOALORIENTED.

4. ITSAFACTOROF PRODUCTION.

5. ITSUNIVERSALINCHARACTER.

6. ITSASOCIALPROCESS.

7. ITSDYNAMIC.

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Characteristics of Management

8. ITISAPROFESSON.

9. ITISANINTANGIBLE FORCE.

10. ITISSITUATIONAL

11. ITINFLUENCESBEHAVIOUR.

12. ITSANINTEGRATIONOFHUMAN.

13. BALANCING EFFECTIVNESSANDEFFICIENCY.

14. ITISASYSTEMOFAUTHORITY.

15. ITISANARTASWELLASASCIENCE.110


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Classifying Managersy First-line Managers

y Individuals who manage the work of non-managerial

employees.y Middle Managers

y Individuals who manage the work of first-line managers.

y Top Managers

y Individuals who are responsible for makingorganization-wide decisions and establishing plans andgoals that affect the entire organization.



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Exhibit 11 Managerial Levels



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Exhibit 13 Management Functions



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Who Are Managers?y Manager

y Someone who coordinates and oversees the work ofother people so that organizational goals can beaccomplished.

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What Do Managers Do?y FunctionalApproach

y Planningy Defining goals, establishing strategies to achieve goals,

developing plans to integrate and coordinate activities.

y Organizingy Arranging and structuring work to accomplish organizational

goals.

y L

eadingy Working with and through people to accomplish goals.

y Controllingy Monitoring, comparing, and correcting work.



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What Do Managers Do? (contd)y

Management RolesA

pproach(Mintzberg)

y Interpersonal roles

y Figurehead, leader, liaison

y

Informational rolesy Monitor, disseminator,

spokesperson

y Decisional roles

y Disturbance handler, resource

allocator, negotiator



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What Managers Actually Do

(Mintzberg)y Interaction

y with others

y

with the organizationy with the external context

of the organization

y Reflection

y

thoughtful thinkingy Action

y practical doing



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What Do Managers Do? (contd)y Skills Approach

y Technical skills

y

Knowledge and proficiency in a specific fieldy Human skills

y The ability to work well with other people

y Conceptual skills

y

The ability to think and conceptualize about abstract andcomplex situations concerning the organization



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Exhibit 15 Skills Needed at Different Management Levels



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Exhibit 16 Conceptual Skills


Using information to solve business problemsUsing information to solve business problems Identifying of opportunities for innovationIdentifying of opportunities for innovation

Recognizing problem areas and implementingRecognizing problem areas and implementing

solutionssolutions

Selecting critical information from masses ofSelecting critical information from masses of

datadata

Understanding of business uses of technologyUnderstanding of business uses of technology

Understanding of organizations business modelUnderstanding of organizations business model

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.


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Exhibit 16 Communication Skills


Ability to transform ideas into words and actionsAbility to transform ideas into words and actions Credibility among colleagues, peers, andCredibility among colleagues, peers, and

subordinatessubordinates

Listening and asking questionsListening and asking questions Presentation skills; spoken formatPresentation skills; spoken format

Presentation skills; written and/or graphicPresentation skills; written and/or graphic

formatsformats




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Exhibit 16 Effectiveness Skills


Contributing to corporate mission/departmentalContributing to corporate mission/departmentalobjectivesobjectives

Customer focusCustomer focus

Multitasking: working at multiple tasks in parallelMultitasking: working at multiple tasks in parallel

Negotiating skillsNegotiating skills

Project managementProject management

Reviewing operations and implementingReviewing operations and implementingimprovementsimprovements




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Exhibit 16 Effectiveness Skills (contd)




Setting and maintaining performance standardsSetting and maintaining performance standardsinternally and externallyinternally and externally

Setting priorities for attention and activitySetting priorities for attention and activity

Time managementTime management


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Exhibit 16 Interpersonal Skills (contd)




Coaching and mentoring skillsCoaching and mentoring skills Diversity skills: working with diverse people andDiversity skills: working with diverse people and

culturescultures

Networking within the organizationNetworking within the organization Networking outside the organizationNetworking outside the organization

Working in teams; cooperation and commitmentWorking in teams; cooperation and commitment


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Exhibit 17 Management Skills and Management Function Matrix



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How The Managers Job Is

Changingy The Increasing Importance of Customers

y Customers: the reason that organizations exist

y

Managing customer relationships is the responsibility of allmanagers and employees.

y Consistent high quality customer service is essential forsurvival.

y Innovation

y Doing things differently, exploring new territory, andtaking risks

y Managers should encourage employees to be aware of and acton opportunities for innovation.



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Exhibit 18

Changes Impacting

the Managers Job



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What Is An Organization?y An Organization Defined

y Adeliberate arrangement of people to accomplish some

specific purpose (that individuals independently couldnot accomplish alone).

y Common Characteristics of Organizations

y Have a distinct purpose (goal)

y

Composed of peopley Have a deliberate structure



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Exhibit 19 Characteristics of Organizations



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Exhibit 110 The Changing Organization



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Why Study Management?y The Value of Studying Management

y The universality of management

y

Good management is needed in all organizations.y The reality of work

y Employees either manage or are managed.

y Rewards and challenges of being a manager

y Management offers challenging, exciting and creativeopportunities for meaningful and fulfilling work.

y Successful managers receive significant monetary rewards fortheir efforts.



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Exhibit 111 Universal Need for Management



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Exhibit 112 Rewards and Challenges of Being A Manager



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Terms to Knowy manager

y first-line managers

y middle managers

y top managersy management

y efficiency

y effectiveness

y

planningy organizing

y leading

y controlling

y management roles

y interpersonal roles

y informational roles

y decisional rolesy technical skills

y human skills

y conceptual skills

y

organizationy universality of management


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Mngmt Intro Final