Management - Introduction

Chapter 1: Introduction to Management

• Management involves guiding an organization toward its goals via the use of its resources.
• The role of management is important to society and individuals.
• Management skills are important for managerial success.

Defining Management

• Management as a process involves knowledge and individuals.
• It achieves organizational goals by working through people and resources.

Course Structure

• The course covers:
• Introduction to management (Chapter 1)
• Theories of management (Chapter 2)
• Business ethics (Chapter 3)
• Planning (Chapters 7 & 8)
• Organizing (Chapters 11 & 13)
• Influencing (Chapters 15 & 18)
• Controlling (Chapter 21)

Management Functions

• Key functions include planning, organizing, influencing, and controlling.

Management Functions - Planning

• Planning involves determining what tasks need to be performed, when they should be done, and how.
• Effective planning focuses on attaining goals and getting things done correctly, with both short-term and long-term plans.
• Common mistakes include not establishing objectives for all important areas, making plans that are too risky, and failing to explore enough viable alternatives.

Management Functions - Organizing

• Organizing includes assigning planned tasks to departments, creating mechanisms to execute tasks, and assigning work to the right people.
• Individual success leads to department success, and department success leads to organizational success. The structure should be adaptable and flexible.
• Mistakes include not establishing departments appropriately, neglecting coordination among members, and establishing inappropriate spans of management.

Management Functions - Influencing

• Influencing involves guiding people's activities in appropriate directions and motivating them.
• Influencing concerns people, focuses on productivity, and considers long-term plans.
• Common mistakes are not communicating properly, establishing improper communication networks, and being a manager but not a leader.

Management Functions - Controlling

• Controlling includes measuring organizational performance, comparing it to standards, and applying changes if needed.
• It requires applying measurements, considering alternative plans, and understanding their effects.
• Mistakes include not monitoring progress, not establishing appropriate performance standards, and not measuring performance to identify areas for improvement.

Management Function Interrelationship

• Organizational goals are achieved via planning, influencing, organizing, and controlling.

Organizational Resources

• Types include human, raw materials, assets/capital, and monetary resources.

Managerial Effectiveness

• This is how well management uses organizational resources to meet organizational goals.
• The closer an organization comes to achieving its goals, the more effective managers are considered to be.
• Managerial effectiveness is doing the right things.

Managerial Efficiency

• This is the proportion of total resources that contribute to productivity during manufacturing.
• The higher the proportion, the more efficient the manager is.
• Managerial efficiency is doing things right.

Managerial Effectiveness & Efficiency Matrix

• Efficient + Ineffective = Not reaching goals and not wasting resources
• Efficient + Effective = Reaching goals and not wasting resources
• Inefficient + Ineffective = Not reaching goals and wasting resources
• Inefficient + Effective = Reaching goals and wasting resources

Objectives of Management Understanding

• There is an understanding of basic management skills and the importance to managers.
• There is universality of management.
• There is knowledge of skills that help managers become successful.
• There are insights concerning management careers and how they evolve.

Management Skills - Henri Fayol

• Positive physical and mental qualities
• Special knowledge related to the operation

Management Skills - B.C. Forbes

• Personal Qualities
• Enthusiasm
• Earnestness of purpose
• Confidence
• Faith in their own worthiness

Management Skills - Classic View (Robert L. Katz)

• Technical Skills: ability to apply specialized knowledge to work techniques and procedures
• Human Skills: ability to work with people
• Conceptual Skills: ability to see the organization as a whole

Management Skills - Classic View by Level

• Top-level managers need more conceptual skills.
• Middle-level managers need human skills.
• Low-level managers need technical skills.

Management Skills - Contemporary View

• This view expands the classic view in two steps by:
• Defining the major activities that managers typically perform.
• Listing the skills needed to carry out these activities successfully.

Modern Manager Activities

• Task-related activities focus on managing organizational tasks.
• People-related activities focus on managing organizational people.
• Change-related activities focus on modifying organizational components.

Management Skills For Higher Success

• Clarifying roles: Assigning tasks and explaining job responsibilities, task objectives, and performance expectations.
• Function: Organizing/Planning
• Activity: Task/People
• Skill Category: Technical/Human
• Monitoring operations: Checking on the progress and quality of the work and evaluating individual and unit performance.
• Function: Controlling
• Activity: Task/Change
• Skill Category: Technical
• Short-term planning: Determining how to use personnel and resources to accomplish a task efficiently and determining how to schedule and coordinate unit activities efficiently.
• Function: Planning
• Activity: Task
• Skill Category: Conceptual
• Consulting: Checking with people before making decisions that affect them, encouraging participation in decision-making, and using ideas and suggestions of others.
• Function: Planning/Influencing
• Activity: People
• Skill Category: Human/Conceptual
• Supporting: Acting considerate, showing sympathy and support when someone is upset or anxious, and providing encouragement and support when there is a difficult, stressful task.
• Function: Influencing
• Activity: People
• Skill Category: Human/Conceptual
• Recognizing: Providing praise and recognition for effective performance, significant achievements, special contributions, and performance improvements.
• Function: Controlling
• Activity: People
• Skill Category: Technical/Human
• Developing: Providing coaching and advice, providing opportunities for skill development, and helping people learn how to improve their skills.
• Function: Influencing
• Activity: People
• Skill Category: Human/Technical