Introduction to Management Concepts

Introduction to Management and Managing

• Management is the process of getting things done through the efforts of others.
• Management is the process of achieving organizational goals effectively through planning, organizing, leading, and controlling.
• Managers use organizational resources to achieve goals.
• Effective managers balance short-term needs and long-term goals.

Course Objectives and Learning Outcomes

• History of management
• Definition of management
• Who is a manager?
• Who needs a manager?
• Skills needed to be a good manager
• Types of managers
• Behavioral and scientific theories of management
• Influence of ethics, culture, and values on management
• Information technology in management
• International management

Myths about Management

• Myth: Only those who want to be managers need to take management classes.
• Truth: Everyone in an organization, not just managers, benefits from understanding how organizations operate and how their colleagues/bosses will behave.

Why Study Management?

• All stakeholders benefit from an efficiently and effectively run business.
• Well-managed organizations often prosper even in challenging economic times.
• After graduation, most people are either managers or managed by someone else.
• Management classes provide insight into how organizations operate and the role individuals play.

History of Management and Managing

• 17th Century and before: Small organizations with few employees.
• 18th and 19th Centuries: Industrial Revolution led to larger organizations and the need for management.

History of Management and Management Theories

• First management theorists were practicing managers who wrote about their experiences.
• Later, social and behavioral scientists used scientific methods to study and write about management best practices.

History of Management and Management Theories - Classical Viewpoint

• Coordinating group efforts toward group goals.
• Reorganizing work environments for productivity.
• Creating rules, regulations, and processes for control.
• Key functions of management: Planning, Organizing, Leading, and Controlling.

History of Management and Management Theories - Behavioral Viewpoint

• Focuses on aspects like motivation, communication, leadership, and work group formation.
• Utilizes sciences like psychology, sociology, and anthropology.
• Aims to help managers understand human behavior in the work environment.

History of Management and Management Theories - Scientific Viewpoint

• Utilizes statistics and mathematics to manage organizations.
• Focuses on technical and economic problems, rather than behavioral ones.
• Studies the whole organization and its environment to understand influencing factors and take measures.

Who Are Managers? Where Do They Work?

• Organizations are deliberate arrangements of people working toward a common goal.
• Key characteristics of organizations include goals, people, and structure.

Types of Organizations

• Government organizations
• Semi-governmental companies
• Private organizations (sole ownership, partnership, companies)
• Non-profit organizations

Forces Affecting Organizational Performance

• Competition
• Business and industrial environment
• Technology
• Political factors
• Economy
• Labor

Organizations and Management

• In all types of organizations, work must be done by employees.
• Operations are managed by middle and line management.
• The organization itself is managed by top management.
• Managers are increasingly important in larger organizations.

Managers' Job

• Developing policies, setting goals, forecasting demand.
• Making decisions, allocating resources, implementing plans.
• Coordinating the efforts of others, motivating people.
• Measuring outcomes.

Managers' Job

• Managers have subordinates who report to them.
• Employees/subordinates must accomplish specific goals.
• Resources (spaces, raw materials, tools, equipment, training) are required for success.

Performance Criteria

• Effectiveness: Setting the right goals and achieving them fully.
• Efficiency: Achieving targets in the best way and at the lowest cost.

Managers and Managerial Specialization (Vertical)

• Board of Directors
• CEO
• Top Management
• Middle Management
• Line Managers

Other Managerial Responsibilities

• Employee and customer safety
• Environmental protection
• Company profitability and interests
• Ethical and legal behavior
• Respect for all

Opportunities in Management

• Specialized fields within industry (Industrial, Transportation, Hospitality)
• Office and human resources
• Sports
• Owning a business
• MBA

Utilizing Information Technology

• Managers use IT, data banks, software, computers, and AI tools to improve performance and communication.
• IT is essential for effective decision-making.

Factors Reshaping and Redefining Management (Changes within the modern world)

• Workforce changes (composition, nationalities, knowledge, skills)
• Telework and remote work
• Changes in the workplace (management methods, organizational charts, working conditions)
• Global economic, political, and social changes (customer, needs, innovations, sustainability concerns)

Reshaping Current Organizations

• Restructuring: Changes in legal form, ownership, and operating structure to increase efficiency and profitability.
• Redesigning environment: Changing tasks, procedures, and systems, including integrating technology (IT, e-commerce).

Reshaping Current Organizations

• Downsizing: Eliminating positions in all levels of organizations (top, middle, line management, and non-managerial employees).
• Reengineering: Replacing human activities with machines, tools, robots, and computers.
• Job Enlargement: Expands employee tasks to make work more interesting.

Reshaping Current Organizations

• Empowerment: Allowing employees to make decisions about some recurring issues without permission.
• Self-Managed Teams: Teams of individuals given specific goals and responsible for achieving them.

International Management

• International management is essential in today's world.
• Business has increased mobility of people, products, and resources.
• Businesses need to operate globally.
• Globalization affects organizations in many ways.

Additional Findings Regarding Managers

• Managers work at a fast pace.
• Manager's work is characterized by brevity and variety.
• Managers are frequently interrupted.

Minzberg's Roles

• Interpersonal Roles: Figurehead, Leader, Liaison
• Informational Roles: Monitor, Disseminator, Spokesperson
• Decisional Roles: Entrepreneur, Resource Allocator, Disturbance Handler, Negotiator, Leader

Necessary Managerial Skills

• Technical skills: Ability to use tools, methods and machines
• Human skills: Ability to motivate and get along with people
• Conceptual skills: Ability to see the big picture and solve complex problems

This quiz covers the fundamentals of management, including key definitions, skills, and myths associated with being a manager. It explores the roles and responsibilities of managers, the historical context of management theory, and the impact of ethics and technology on management practices. Enhance your understanding of how managers operate within organizations.