Questions and Answers
What does a Disseminator do in an organization?
Who resolves conflicts among subordinates in an organization?
What is an example of a Spokesperson's role?
Who decides who gets resources in an organization?
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What is an example of an Entrepreneur's role?
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Who represents the department during negotiations?
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What is an example of a reading role?
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What does a Resource allocator do in an organization?
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Who adapts to environments during disputes or crises?
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What is an example of a decisional role?
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Study Notes
Introduction to Management
- An organization is a systematic arrangement of people brought together to accomplish a specific purpose, characterized by a distinct goal, people working together, a systematic structure, and an aim to serve society.
Definition of Management
- Mary Parker Follett (1868-1933): Management is the art of getting things done through people.
- Henri Fayol (1916): Management is to forecast and plan, to organize, to command, to coordinate, and to control.
- Frederick Winslow Taylor (1886): Management is to determine the overall policy of a business organization and to achieve organizational objectives efficiently and effectively.
- Koontz and Weihrich (1990): Management is the process of designing and maintaining an environment in which individuals and groups efficiently accomplish selected goals.
What is Management?
- Management is the process of getting things done, effectively and efficiently, with and through other people.
- Efficiency refers to doing things right, while effectiveness refers to doing the right things.
Process of Management
- The four main management functions are:
- Planning (Thinking function): defining goals, establishing strategies, and developing action plans to coordinate activities towards accomplishing organizational goals.
- Organizing (Thinking function): determining tasks, who does them, how tasks are grouped, who reports to whom, and who makes decisions.
- Leading (Doing function): directing and influencing organizational members, motivating them, and resolving conflicts towards achieving organizational goals.
- Controlling (Doing function): monitoring performance, comparing it with goals, and correcting any significant deviations.
Levels of Management
- The three levels of management are:
- Top Level Management: responsible for overall management, establishing operating policies, and guiding the organization's interaction with its environment. (e.g., CEO, President, Vice President)
- Middle Level Management: directs the activities of lower-level managers, responsible for setting objectives consistent with top-level management goals, and translating those goals into specific plans.
- Lower-Level Management: responsible for the work of non-management employees, directly responsible for the production of goods and services.
Skills of Management
- Managers need technical, human, and conceptual skills.
- Technical skills: the ability to utilize job-specific knowledge of tools, techniques, and procedures to perform a task.
- Human skills: the ability to work effectively with one's own work group as well as others, leading, motivating, and communicating effectively.
- Conceptual skills: the ability to analyze and diagnose complex situations to see how things fit together and facilitate making good decisions.
Roles of Managers
- Henry Mintzberg identified 10 roles of managers, categorized into:
- Interpersonal roles: managing relationships with organizational members and the society.
- Informational roles: gathering and disseminating information to stakeholders.
- Decisional roles: making significant use of information and reaching conclusions.
- Examples of roles include:
- Interpersonal: Figurehead, Leader, Liaison
- Informational: Monitor, Disseminator, Spokesperson
- Decisional: Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator
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Description
Learn about the definition and characteristics of an organization and management, including concepts from Mary Parker Follett and Henri Fayol.