The Management Process and Concepts

The Management Process

• Management integrates unrelated resources into a total system to accomplish objectives
• Organization signifies a structured group of people working together to achieve goals
• Management involves activities directed at an organization's resources to achieve goals effectively and efficiently

Managerial Efficiency & Effectiveness

• Management coordinates human and material resources, while also considering morals, ethics, and ideals
• Social and moral acceptance is crucial in reaching goals
• A manager's role offers challenges and opportunities for making a difference

Management Concepts

• Authority involves delegation from top to lower management levels, granting managers the right to direct and act
• Responsibility entails the obligation to perform an assigned activity or ensure its completion
• Accountability signifies the responsibility for achieving results, not just mere performance
• Efficiency means doing things right
• Effectiveness involves doing the right thing

Managerial Levels

• A manager is responsible for people and organizational resources
• Managerial levels include first-line supervisors, middle managers coordinating activities, and top executives controlling the organization

Mintzberg's Roles of Managers

• Managers roles include Interpersonal, Informational and Decisional

Mintzberg's Interpersonal Roles

• Interpersonal roles focus on relationships
• As a Figurehead managers represent management through ceremonial duties
• As a Leader, managers create a motivating environment for staff
• Acting as a Liaison includes dealing with people inside and outside the organization

Mintzberg's Informational Roles

• Informational roles focus on communication
• As a Monitor, managers search for information to become more effective
• As a Disseminator managers transmit information to subordinates
• As a Spokesperson managers transmit information to people inside & outside the organization

Mintzberg's Decisional Roles

• Decisional roles focus on unit strategy
• As an Entrepreneur, managers voluntarily initiate change
• As a Disturbance handler, managers respond to situations beyond their control
• Resource allocator decide how and to whom organization's resources will be distributed
• As a Negotiator, managers participate in compromise to reach a satisfactory outcome

Management Skills

• Skill is an ability that is developed and shown through performance

Katz's Management Skills:

• Technical aptitude involves understanding and proficiency in a specific activity
• Human skills involve working with people and understanding their behavior
• Conceptual ability involves viewing the entire organization

Management Functions

• The Five management functions include: Planning, Organizing, Staffing, Leading, and Controlling
• These functions are performed while coordinating the subsystems of the organization

Planning

• Planning determines in advance what should happen
• The Hierarchy of plans includes: Goals, objectives, policies, procedures & methods
• Goals are desired future conditions
• Objectives set the direction for all managerial planning
• Policies are guidelines for action
• Procedures & Methods define steps for implementation

Dimensions of Planning (Repetitiveness)

• Dimensions of Planning includes Standing plans for repetitive actions used many times
• Examples include: Policies, Procedures, Methods and Rules
• Policy gives general guidance to organized behavior developed by top-level management
• Procedure includes a chronological sequence of activities
• Method includes details for one step in a process
• Rules includes a specification of action, stating what must or must not be done

Characteristics of policies & procedures

• Policies guide decision making throughout the organization
• Policies delimit an area within which a decision can be made
• Policies activate goals and objectives of the organization
• Policies give direction for action
• Procedures specify guides to action
• Procedures delineate steps in descending order for completion of a task
• Procedures order sequential actions for performance of workers

Organizing

• Organizing includes the process of: Grouping activities, delegating authority, providing/coordinating relationships, and facilitating decision making
• Formal Organization is the outcome of organizing, usually in chart form

Span of Management

• Span of Management includes the number of employees effectively supervised by one manager
• Factors include: Organizational policies, availability of staff experts, competence of staff, objective standards, nature of work and distribution of workforce

Delegation

• Delegation includes assigning job activities with authority to a specific employee within the organization
• Authority is allocated down the hierarchy of the organization
• Effective delegation includes: Assigning specific tasks clearly, granting sufficient authority, and creating responsibility

Staffing

• Staffing is a most valuable resource of an organization
• People provide the organization with their work, talent, drive and commitment
• Staffing is a critical part of the manager's role

Staffing

• The recruitment, selection, training, & development of people will be most effective in helping the organization meet its goals • Primarily carried out by a personnel department. • Line managers are responsible for training, & development.

Directing

• Directing is a management function for the direction of human resources in order to achieve objectives
• Includes Morale, Employee Satisfaction, Productivity, Communication

Controlling

• Controlling is a management function that ensures plans are being followed
• Controlling involves: measuring actual performance & comparing with standards, and analyzing deviations
• It also involves determining whether or not deviations are within acceptable limits & taking action to correct unacceptable deviations.

Summary

• Management includes Planning, Organizing, Leading, Staffing and Controlling
• Planning determines what is to be done and who will do it
• Organizing includes how it is done and who does it by whom
• Managers set priorities, objectives and implementation plans
• Managers also ensure resources are used widely and appropriately
• Managers must resolve conflict and act as leaders