DOC-20220925-WA0008--18022023-101657am-19092023-101409am-16022024-013113pm--4--09092024-024511pm.pdf

WEEK 01 INTRODUCTION TO MANAGEMENT & ORGANIZATION Lecture Outline ❑Brief Introductory Session ❑Lecture 1 # Learning Objectives 1 INTRODUCTION TO MANAGEMENT CHAPTER 1 2 LEARNING OBJECTIV...

WEEK 01 INTRODUCTION TO MANAGEMENT & ORGANIZATION Lecture Outline ❑Brief Introductory Session ❑Lecture 1 # Learning Objectives 1 INTRODUCTION TO MANAGEMENT CHAPTER 1 2 LEARNING OBJECTIVES ✓ To explain why managers are important to organizations. ✓ To tell who managers are and where they work. ✓ To describe the functions, roles, and skills of managers. ✓ To describe the factors that are reshaping and redefining the manager’s job. ✓ To explain the value of studying management. 3 WHAT IS AN ORGANIZATION? A deliberate arrangement of group of people, resources and methods at one place to accomplish an organizational objective/goals. GOAL – A short statement about a desired outcome to be achieved in the long-run maybe in next 5-10years. OBJECTIVE – A SMART statement that is achievable within a small-time frame to attain a certain goal. 4 5 CONSTITUENTS OF AN ORGANIZATION 1.Organizational goal; 2.Human resource (people); 3.Material resources; 4.Methods. 6  WHAT IS MANAGEMENT? R(s) Managers Do Manage the Management! MENT MANAGEMENT ✓ A Process of Managing and administrating a series of inter- related functions of an organization regardless of their size, type and nature. ✓ An Activity as the art of getting things done through the efforts of other people. 7  WHAT IS MANAGEMENT? R(s) Managers Do Manage the Management! MENT MANAGERS ✓ Who are managers? ✓ Why are managers important? ✓ What are different managerial levels? ✓ Where do managers work? 8 WHO ARE MANAGERS? Manager - Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. A manager’s job is not about personal achievement - it’s about helping others do their work. 9 WHY ARE MANAGERS IMPORTANT? ❑ Organizations need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times. ❑ Managerial skills and abilities are critical in getting things done. ❑ The quality of the employee/supervisor relationship is the most important variable in productivity and loyalty. 10  In a traditionally structured organization, managers can be classified as: 1. First-line manager; 2. Middle manager; 3. Top manager. CLASSIFYING MANAGERS 11 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. 12 MANAGEMENT LEVELS IN AN ORGANIZATION 13 WHERE DO MANAGERS WORK? Organization - A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone). Common Characteristics of Organizations: ✓ Have a distinct purpose (goal); ✓ Are composed of people; ✓ Have a deliberate structure. 14  WHAT IS MANAGEMENT? R(s) Managers Do Manage the Management! MENT ✓ What do we mean by Efficiency and Effectiveness in management? ✓ What do managers do? ✓ What are key management functions, managerial roles and managerial skills? 15 WHAT IS MANAGEMENT? Management – It is the task of getting results through others by coordinating their efforts. Just as the mind coordinates and regulates all the activities of a person, management coordinates and regulates the activities of various members of an organization. 16 MANAGEMENT - DEFINITION 17 WHAT IS MANAGEMENT? It involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. 18 MANAGERIAL CONCERNS Efficiency Effectiveness ❖“Doing things ❖“Doing the right right”! things”! ▪Getting the most ▪Attaining output for the least organizational goals. inputs. 19 EFFICIENCY AND EFFECTIVENESS IN MANAGEMENT 20 WHAT DO MANAGERS DO? Three Approaches to Defining What Managers Do: 1. Functions they perform. 2. Roles they play. 3. Skills they need. 21 MANAGERIAL FUNCTIONS Planning - Defining goals, establishing strategies to achieve goals, and 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. 22 MANAGEMENT FUNCTIONS 23 MANAGERIAL ROLES 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. 24 MINTZBERG’S MANAGEMENT ROLES 25  Mintzberg’s Managerial Roles Categor Role Activity Examples y Perform social and Greet visitors, sign legal Figurehead legal duties, act as documents, attend ribbon – The symbolic leader. cutting ceremonies, Symbolic host receptions, etc. Head Interpersonal Direct and Includes almost all Leader – motivate interactions with The subordinates, subordinates. Direction- select and train setter employees. Establish and Business correspondence, Liaison – maintain participation in meetings The Network contacts within with representatives Manager and outside the of other divisions or organization. organizations. 26  Mintzberg’s Managerial Roles Category Role Activity Examples Monitor – The Seek and acquire Scan/read trade Nerve Center work-related press, periodicals, reports; of Information information. attend seminars and training; maintain personal contacts. Informational Disseminator – Communicate/ Send memos and reports; inform The Transmitter disseminate staffers and subordinates of information to decisions. others within the organization. Spokesperson – Communicate/ Pass on memos, reports and Expert on transmit informational materials; Organization’s information to participate in Industry outsiders. conferences/meetings and report progress. 27  Mintzberg’s Managerial Roles Category Role Activity Examples Entrepreneur – Identify new ideas Implement innovations; Plan for The and initiate the future Opportunity improvement projects. Finder & Project Initiator Disturbance Deals with disputes Settle conflicts between Handler – The or problems and subordinates; Choose strategic Decisional Corrector takes corrective alternatives; Overcome crisis action. situations. Resource Decide where to Draft and approve of plans, Allocator – The apply resources. schedules, budgets; Set priorities. Decision maker Negotiator – Defends business Participates in and directs The interests. negotiations within team, Representator department, and organization. of the Organization 28 SKILLS MANAGERS NEED 1. Technical skills Knowledge and proficiency in a specific field. It is the ability to work with things. 2. Human skills The ability to work well with other people. It is also referred to as ‘people skills’. 3. Conceptual skills The ability to think and conceptualize about abstract and complex situations concerning the organization. It is the ability to work with ideas and concepts. 29 EXHIBIT 1-6: SKILLS NEEDED AT DIFFERENT MANAGERIAL LEVELS 30 MANAGEMENT SKILLS Technical skills The ability to apply specialized knowledge or expertise. Human skills The ability to work with, understand, and motivate other people, both individually and in groups. Conceptual Skills The mental ability to analyze and diagnose complex situations. 31 CHALLENGES IMPACTING THE MANAGER’S JOB The Importance of Customers o 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. 32 CHALLENGES IMPACTING THE MANAGER’S JOB The Importance of Innovation o Doing things differently, exploring new territory, and taking risks. ❖ Managers should encourage employees to be aware of and act on opportunities for innovation. 33 CHALLENGES IMPACTING THE MANAGER’S JOB The Importance of Sustainability o Sustainability - A company’s ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies. 34 EXHIBIT 1-8: CHANGES FACING MANAGERS 35 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. 36 WHY STUDY MANAGEMENT? Universality of Management The reality that management is needed: in all types and sizes of organizations; at all organizational levels; in all organizational areas; in all organizations, regardless of location. 37 EXHIBIT 1-9: UNIVERSAL NEED FOR MANAGEMENT 38 EXHIBIT 1-10: REWARDS AND CHALLENGES OF BEING A MANAGER 39 REFERENCE READING ❑Reference Reading ✓ Robbins, S., & Coulter, M. (2012). Management. 11th Edition. Pearson Education. ❖ Chapter 1: Management and Organizations. ❑Post Class Readings ✓ Chapter 1: Nature and Scope of Management. ✓ Chapter 3: Skills Approach. 40