Chapter 1 - POM PDF

Chapter – One Introduction to Management Functions Roles Types Required skills and common mistakes of managers  Management Getting work done through others According to Harold Koontz, "Management is the art of getting things done through others and with formal...

Chapter – One Introduction to Management Functions Roles Types Required skills and common mistakes of managers  Management Getting work done through others According to Harold Koontz, "Management is the art of getting things done through others and with formally organized groups” Efficiency–getting work done with a minimum of effort, waste, or expense. Effectiveness–accomplishing tasks that help fulfil organizational objectives.  Characteristics of Management It is a process. It should aim at achieving the organizational goals. It should be applicable to all kinds of organization. It should be transparent. Its approaches should be clear and objective oriented. It should be simple and effective The Four Functions of Management Planning Determining organizational goals and a means for achieving them It is deciding future course of action. It is one of the best ways to improve performance Organizing Deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the company Leading Inspiring and motivating workers to work hard to achieve organizational goals Managers direct/ lead his employees to do best of their abilities. Controlling Monitoring progress toward goal achievement and taking corrective action when progress isn’t being made. Controlling process involves setting standards to achieve a goal and comparing the actual performance with the set standard performance and taking corrective action when progress isn’t being made.  What Do Managers Do? A manager is some one whose primary responsibility is to carry out the management process with in an organization to achieve the organizational goals.  Mintzberg Managerial Roles In1960,HenryMintzberg conducted a study to understand about the managerial roles He identified 10 managerial roles that are common to all managers These 10 managerial roles are grouped under three category : Interpersonal, decisional and informational roles.  Interpersonal Roles Figurehead Represents the company on social and legal occasions, managers perform ceremonial duties, manager is seen as symbol of status. Example: Attending flag hoisting ceremonies, receive visitors Leader Managers motivate, encourage and build enthusiasm among employees to accomplish organizational objectives Example: Training subordinates to work under pressure. Liaison Manager deal with people out side their unit. Example-dealing with customer complaints and feedback.  Informational Roles Monitor Managers scan their environment for information Disseminator(some one who spreads the news) Managers share information with subordinates and others in the company Spokesperson Transmits information to the people who are external to the organization, like government, media etc. E.g., manager addresses a press conference announcing a new product launch or other major deal  Decisional Roles Entrepreneur Encourage changes and innovation, identify new ideas, delegate idea and responsibility to others. Managers adapt themselves, their subordinates, and their units to change Disturbance handler Take action during disputes or crises; resolves conflicts among subordinates; adapt to environmental crisis. Managers respond to problems so severe that needs immediate action. Resource Allocator Decides distribution of resources among various individuals and groups in the organization. Managers decide who will get what resources and in what amounts Negotiator Managers negotiate schedules projects, goals, outcomes, resources.  Top Managers Hold positions like-CEO,COO,CFO,VP Responsible for overall direction of the organization Responsible for creating a context for change Develop employees’ commitment to and ownership of company performance Create a positive organizational culture through language and action Responsible for monitoring the business environment (customer needs, competitor’s strategy, social trends)  Middle Managers Positions like-Plant manager, regional manager, divisional manager Set objectives consistent with top management’s goals Implement subdivision strategies for achieving objectives Plan and allocate resources to meet objectives Coordinate and link groups, departments, and divisions with in a company. Monitor and manage the performance of subunits and individual managers who report to him/her. Middle managers are responsible for implementing the strategies generated by top level managers and also report to the top managers.  Lower Level-First-Line Managers Positions like-Office manager, Shift supervisor, Department Manager Train and supervise the performance of non-managerial employees who produce company’s products or services Teach entry- level employees how to do their jobs and manage their performance Encourage, monitor, and reward employees’ performance They make short-term plans Make detailed schedules to implement middle-level management’s plans.  Lower Level-Team Leaders Facilitate team activities toward accomplishing an organizational goal Help team members plan and schedule work, learn to solve problems, and work effectively with each other in the team Manage internal and external relationships with other teams, divisions, departments.  What Companies Look For in Managers Technical skills Specialized procedures, techniques, and knowledge required to get the job done Human skills ability to work well with others Conceptual skills Ability to see the organization as a whole, to recognize how the company fits into its external environment Motivation to manage An assessment of how motivated employees are to interact with superiors, deal in competitive situations, behave assertively with others, tell others what to do, reward good behavior, punish poor behavior, perform actions that are highly visible to others, and handle and organize administrative tasks. Management Skills  Mistakes Managers Make 1. Insensitive to others( feeling no concern for others' feelings) 2. Egoist, arrogant 3. Betray trust 4. Overly ambitious: thinking of self-interest, playing politics 5. Specific performance problems with the business 6. Over-managing: unable to delegate or build a team 7. Unable to staff effectively 8. Unable to think strategically 9. Unable to adapt to boss with different style 10. Over-dependent on advocate or mentor