Managing and the Manager's Job PDF

1 Managing and the Manager’s Job Slide content created by Joseph B. Mosca, Monmouth University. Copyright © Houghton Mifflin Company. All rights reserv...

1 Managing and the Manager’s Job Slide content created by Joseph B. Mosca, Monmouth University. Copyright © Houghton Mifflin Company. All rights reserved.  Organization - Basic concept The structure of relationship that exists when two or more people mutually cooperate to pursue common goal. Synergism, which refers to the concept of the result of combined being greater than the sum of individual effort, is the essence of the organization. Copyright © Houghton Mifflin Company. All rights reserved. 1-2  What Is An Organization? An Organization Defined – A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). Common Characteristics of Organizations – Have a distinct purpose (goal) – Composed of people – Have a deliberate structure © 2007 Prentice Hall, Inc. All rights reserved. 1–3  Exhibit 1–9 Characteristics of Organizations © 2007 Prentice Hall, Inc. All rights reserved. 1–4  What Is an Organization? A group of people working together in a structured and coordinated fashion to achieve a set of goals. Copyright © Houghton Mifflin Company. All rights reserved. 1-5  Organization - purposes Organization allows to overcome the individual limitations through combination of individual skills, efforts and resources. Purpose of the organization is to add value to the Stakeholders who are the individuals or groups having interest on or ability to influence organization’s performance. Copyright © Houghton Mifflin Company. All rights reserved. 1-6  Formal and Informal Organization Formal organization is one where two or more people involved in mutual effort with formal authority and chain of command for creating tangible benefits. Informal organization is one where people are involved in a mutual effort without a structure of authority or the necessary common objectives Copyright © Houghton Mifflin Company. All rights reserved. 1-7  Resources of an Organization human (Managerial talent and labour) financial (Capital used by org going and long term operation physical) Physical (Raw materials, office and production facilities and equipment) information (useable data needed to make effective decision) 6 Ms of Management: Man, Machine, Materials, Method, Money and Market Copyright © Houghton Mifflin Company. All rights reserved. 1-8  Management from resource-based perspective In order to understand management observe the following slide Table 1.1, which is a resource-based perspective, it will provide a view of the four basic kinds of resources required in an organization: Copyright © Houghton Mifflin Company. All rights reserved. 1-9 Copyright © Houghton Mifflin Company. All rights reserved. 1 - 10  What Is Management? A set of activities (including planning and decision making, organizing, leading, and controlling) directed at an organization’s resources (human, financial, physical, and informational) with the aim of achieving organizational goals in an efficient and effective manner. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 11  Management in Organizations Copyright © Houghton Mifflin Company. All rights reserved. 1 - 12  What Is Management? Managerial Concerns – Efficiency “Doing things right” – Getting the most output for the least inputs – Using resources wisely and in a cost-effective way – Effectiveness “Doing the right things” – Attaining organizational goals – Making the right decisions and successfully implementing them. © 2007 Prentice Hall, Inc. All rights reserved. 1–13  Efficiency versus Effectiveness Source: Van Fleet, David D., Contemporary Management, Second Edition. Copyright © 1991 by Houghton Mifflin Company. Used with permissions. 1–14  Exhibit 1–2 Effectiveness and Efficiency in Management © 2007 Prentice Hall, Inc. All rights reserved. 1–15  Who Is the Manager? 1. College Dean? 2. Police officer? 3. Surgeon? 4. Web-designer? 5. Football coach? 6. Chef? 7. Managing your checking account? Copyright © Houghton Mifflin Company. All rights reserved. 1 - 16  The Management Process The manager’s primary responsibility is to carry out the management process. Figure 1.2 will illustrate the basic definitions and interrelationships of the basic managerial functions: Copyright © Houghton Mifflin Company. All rights reserved. 1 - 17  Figure 1.2: The Managerial Process Copyright © Houghton Mifflin Company. All rights reserved. 1 - 18  The Management Process Planning and Decision Making – Setting the organization’s goals and deciding how best to achieve them. Organizing – Determining how best to group activities and resources. Leading – Motivating members of the organization Controlling – Monitoring and correcting activities Copyright © Houghton Mifflin Company. All rights reserved. 1 - 19  Kinds of Managers Managing at Different Levels of the organization: Top Managers Small group of executives who manage the overall organization at the strategic level. They establish goals, overall strategy and operating policies. They officially represent the organization to the external environment. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 20  Kinds of Managers Middle Managers Probably largest group of managers in most organizations. They are primarily responsible for implementing the policies and plans set at the top level. They supervise and coordinate the activities of lower level managers Copyright © Houghton Mifflin Company. All rights reserved. 1 - 21  Kinds of Managers First-Line Managers – Supervise and coordinate the activities of operating employees. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 22  Figure 1.3: Kinds of Managers by Level and Area Copyright © Houghton Mifflin Company. All rights reserved. 1 - 23  Managing in Different Areas of the Organization Marketing Managers Financial Managers Operations Managers Human Resource Managers Administrative Managers Specialized Management Copyright © Houghton Mifflin Company. All rights reserved. 1 - 24 Functional Manager, Line Manager and Staff Functional managers - who are specialist in a particular working area and enjoy a significant degree of authority in making decision in their respective areas. Line managers - those who have specified position in the line that constitutes the chain of command. They are primarily related with the value addition process of the organization. Functional managers can also be the line managers. Staff - those who are specialist in a particular area and generally act as the advisor of top-level mangers. A staff does not have any decision making or commanding authority. General Manager or Generalists: those who are responsible for overseeing collective operations that include a number of functional areas. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 25  Basic Managerial Roles and Skills Regardless of level or area within an organization, all managers must play certain roles and exhibit certain skills in order to be successful, such as: – Do certain things. – Meet certain needs. – Have certain responsibilities. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 26 Copyright © Houghton Mifflin Company. All rights reserved. 1 - 27  The Three Interpersonal Roles Figurehead – more ceremonial and symbolic Leader – formally or informally showing employees how to do things or how to work under pressure Liaison, Coordinator – between people, groups and organizations Copyright © Houghton Mifflin Company. All rights reserved. 1 - 28  The Three Informational Roles Monitor – actively collects information from within the organization and outside environment, which are of value to the organization Disseminator – formally or informally transmitting relevant information back to others in the workplace Spokesperson– formally relays information to people outside the unit or the outside the organization Copyright © Houghton Mifflin Company. All rights reserved. 1 - 29  The Four DECISIONAL ROLES Entrepreneur – works as the voluntary initiator of change by innovative thinking Disturbance Handler- handling issues initiated by other individual or group like strikes, copyright issues, energy shortage etc. Resource Allocator – distributes resources to functional units, decides with whom mangers will work more closely. Negotiator – work with union contract, agreement with consultants, maintaining relations with key suppliers Copyright © Houghton Mifflin Company. All rights reserved. 1 - 30  Managerial Skills In addition to fulfilling roles, managers also need a number of specific skills. The most fundamental management skills are: – Technical – Interpersonal – Conceptual – Diagnostic – Communication – Decision-making – Time-management Copyright © Houghton Mifflin Company. All rights reserved. 1 - 31  Technical Skills Necessary to accomplish or understand the specific kind of work being done. These skills are especially important for first line managers. They spend much of their time training their subordinates and answering questions about work related problems. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 32  Interpersonal Skills The ability to communicate with, understand, and motivate both individuals and groups. Be able to get along with: – Subordinates – Peers – Those at higher levels – Suppliers, customers, investors and others outside the organization Copyright © Houghton Mifflin Company. All rights reserved. 1 - 33  Conceptual Skills A manager’s ability to think in the abstract. The mental capacity to: – Understand organizational goals and its environment. – How the organization is structured. – Viewing the organization as system. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 34  Diagnostic Skills Skills that enable a manager to visualize the most appropriate response to a situation. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 35  Communication Skills A manager’s abilities both to effectively convey ideas and information to others and to effectively receive ideas and information from others. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 36  Decision-Making Skills A manager’s ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 37  Time-Management Skills The manager’s ability to prioritize work, to work efficiently, and to delegate appropriately. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 38 Copyright © Houghton Mifflin Company. All rights reserved. 1 - 39  Becoming a Manager How does one acquire the skills necessary to blend the science and art of management to become successful manager? Copyright © Houghton Mifflin Company. All rights reserved. 1 - 40  Figure 1.4: Sources of Management Skills Copyright © Houghton Mifflin Company. All rights reserved. 1 - 41 A Manager Must be a Leader of Employees It means overseeing the team by influencing the employees to get the job done. Motivating employees. Creating an environment that makes employees work efficiently. Managers get employees to put forth their best effort. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 42  Assignment Can you be called a manager in your respective organization? Justify your answer by illustrating your functions and roles in your organization. Also illustrate the kinds of skills you need to have in order to be termed as a successful manager of your organization. To be submitted on 2nd February. Individual task. Must be hand written. Copyright © Houghton Mifflin Company. All rights reserved. 1 - 43