Principles Of Management PDF

PRINCIPLES OF BITS MANAGEMENT Pilani Dubai Campus  CHAPTER 1 Learning Objectives: Understand the Process of Management Understanding organizations, who are managers what do managers do ? management functions, managers role, management skills univer...

PRINCIPLES OF BITS MANAGEMENT Pilani Dubai Campus  CHAPTER 1 Learning Objectives: Understand the Process of Management Understanding organizations, who are managers what do managers do ? management functions, managers role, management skills universality of management BITS Pilani, Dubai Campus  Learning Outcomes Follow this Learning Outline as you read and study this chapter. 1.1 Who Are Managers? Explain how managers differ from non-managerial employees. Describe how to classify managers in organizations. 1.2 What Is Management? Define management. Explain why efficiency and effectiveness are important to management. BITS Pilani, Dubai Campus 1–3  Learning Outcomes 1.3 What Do Managers Do? Describe the four functions of management. Explain Mintzberg’s managerial roles. Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level. Discuss the changes that are impacting manager’s jobs. Explain why customer service and innovation are important to the manager’s job. BITS Pilani, Dubai Campus 1–4  Learning Outcomes 1.4 What Is An Organization? Explain the characteristics of an organization. Describe how today’s organizations are structured. 1.5 Why Study Management? Discuss why it’s important to understand management. Explain the universality of management concept. Describe the rewards and challenges of being a manager. BITS Pilani, Dubai Campus 1–5  Who Are Managers? Manager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. Copyright © 2010 Pearson BITS Pilani, Dubai Education, Inc. Publishing Campus as Prentice Hall 1–6  Classifying Managers First-line Managers Individuals who manage the work of non-managerial employees. Middle Managers Individuals who manage the work of first-line managers. Top Managers Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. BITS Pilani, Dubai Campus 1–7  Exhibit 1–2 Managerial Levels Copyright © 2010 Pearson Education, Inc. Publishing BITS Pilani, Dubai Campus as Prentice Hall 1–8  What Is Management? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Art of getting things done through people.” Mary Parker Follett “Consisting of planning, organizing, actuating and controlling, performed to determine and accomplish the objectives by the use of people and resources.” George R. Terry Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall BITS Pilani, Dubai Campus 1–9  Managerial Activity Imagine you are a manager overseeing a critical project with a tight deadline. Your team is composed of individuals from different departments, each with their own priorities and workloads. Midway through the project, a key team member unexpectedly leaves, causing a significant gap in skills and knowledge. Tensions rise as the remaining team members struggle to pick up the slack, and communication starts to break down. As the manager, how would you navigate this situation to ensure the project is completed on time and to a high standard? Discuss the steps you would take to manage team dynamics, reassign responsibilities, maintain morale, and ensure effective communication throughout the process.  What Is Management? Managerial Concerns Efficiency “Doing things right” Getting the most output for the least inputs Effectiveness “Doing the right things” Attaining organizational goals BITS Pilani, Dubai Campus 1–11  Exhibit 1–3 Effectiveness and Efficiency in Management BITS Pilani, Dubai Campus 1–12  What Managers Do? Three Approaches to Defining What Managers Do. Functions they perform. Roles they play. Skills they need. BITS Pilani, Dubai Campus 1–13  What Managers Do? Functions Manager’s Perform Planning Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizing Arranging and structuring work to accomplish organizational goals. Leading Working with and through people to accomplish goals. Controlling Monitoring, comparing, and correcting work. BITS Pilani, Dubai Campus 1–14  Exhibit 1–4 Management Functions BITS Pilani, Dubai Campus 1–15  What Managers Do? Roles Manager’s Play Roles are specific actions or behaviors expected of a manager. Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making. Management Roles (Mintzberg) Interpersonal roles Figurehead, leader, liaison Informational roles Monitor, disseminator, spokesperson Decisional roles Entrepreneur, disturbance handler, resource allocator, negotiator BITS Pilani, Dubai Campus 1–16  Roles - Mintzberg Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall BITS Pilani, Dubai Campus 1–17  Exhibit 1.5 Mintzberg’s Managerial Roles Interpersonal Roles Figurehead Leader Liaison Informational Roles Monitor Disseminator Spokesperson Decisional Roles Entrepreneur Disturbance handler Resource allocator Negotiator Copyright © 2010 Pearson Education, Inc. Publishing Adapted from Mintzberg, Henry, as Prentice Hall The Nature of Managerial Work, 1st Edition, © 1980, pp. 93–94.. 1–18  What Managers Do? Skills Managers Need Technical skills Knowledge and proficiency in a specific field Human skills The ability to work well with other people Conceptual skills The ability to think and conceptualize about abstract and complex situations concerning the organization BITS Pilani, Dubai Campus 1–19  Exhibit 1–6 Skills Needed at Different Management Levels Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–20  How The Manager’s Job Is Changing The Increasing Importance of Customers Customers: the reason that organizations exist Managing customer relationships is the responsibility of all managers and employees. Consistent high quality customer service is essential for survival. Innovation Doing things differently, exploring new territory, and taking risks Managers should encourage employees to be aware of and act on opportunities for innovation. BITS Pilani, Dubai Campus 1–21  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 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–22  Exhibit 1–9 Characteristics of Organizations Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–23  Why Study Management? The Value of Studying Management The universality of management Good management is needed in all organizations. The reality of work Employees either manage or are managed. Rewards and challenges of being a manager Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewards for their efforts. BITS Pilani, Dubai Campus 1–24  Exhibit 1–10 Universal Need for Management BITS Pilani, Dubai Campus 1–25  Key Words manager first-line managers management roles middle managers interpersonal roles top managers informational roles management decisional roles efficiency technical skills effectiveness human skills planning conceptual skills organizing organization leading universality of management controlling BITS Pilani, Dubai Campus 1–26