E-Management PDF

ORGANIZATION attaining good goals. Cooperative group Two or more people who work together in a action, it is the establishment of an structured way. They are working to achieve a environment wherein ther...

ORGANIZATION attaining good goals. Cooperative group Two or more people who work together in a action, it is the establishment of an structured way. They are working to achieve a environment wherein there is no animosity certain goal. A goal is the specific purpose that between and among the members, the an organization tries to accomplish, and practice of good human relation must be organizations often have more than one goal. present. In every organization you must ask yourself 2. Management is an ART –It necessitates skills what you can do and not what you can get to make your people follow you. Using from the organization. creativity and experiences. 3. Management is a SCIENCE – incorporates PLAN systematic knowledge and along with the To make the goal a reality, you need resources principles of science. It involves scientific to execute the plans. process. along with the creative infusion of art. MANAGEMENT 4. Management is UNIVERSAL – all enterprises, A process or form of work that involves the here and abroad we utilize management. guidance and direction of a group of people Every group effort requires objectives, making toward organizational goals or objectives plans, how to handle people, coordinate and (Terry and Rue). control activities, along with achieving goals. It Is the process of planning, organizing, leading is a common essential element. It exists in all and controlling the efforts of organization organization. members and of using all other organizational 5. Management is a PROFESSION – requires resources to achieve stated organizational formal education. It is a source of livelihood. goals (Stoner). You must have that knowledge needed to Is the establishment of an environment for manage or you need to study. group effort in such a way that individuals will 6. Management is a DISCIPLINE – It is a course of contribute to group objectives with the least study. It specifies certain code of conduct for amount of such inputs as money, time, effort, managers. It indicates various methods of discomfort n materials (Koontz, O'Donnell, managing and enterprise. Weihrich). LEVELS OF MANAGEMENT Is the process of working with and through I. LOWER MANAGEMENT other people to accomplish organizational o in engineering usually it is composed goals (Johnson and Stinson). of technical people. First line or first “Process by which a manager of an level managers, who are responsible organization efficiently utilizes resources to for the work of operating employees achieve its overall goals at minimum cost and only, and they do not supervise other maximum profit. “ managers. “Group of people who are responsible and o Examples are foremen, productions accountable for directing the work force and super visor, technical supervisor. seeing to it that the organization meets its II. MIDDLE MANAGEMENT goals or objectives.” o managers in the midrange of the organizational hierarchy, they are FEATURES OF MANAGEMENT responsible for other managers and 1. Management is a process (a systematic way of sometimes for some operating works, doing things). and they also report to other senior 2. It utilizes resources efficiently. managers. 3. It gets things done through and with others. o Their principal responsibilities are to 4. It achieves a stated goal. direct the activities the EFFECTIVENESS – doing the right things implementation of organizational EFFICIENCY – doing things right policies and balance the demands of the managers in the capacities of their 5 W AND 1 H employees. who, what, where, when, why, and how III. TOP MANAGEMENT o top managers, people who are OTHER FEATURES OF MANAGEMENT responsible of the overall 1. Management is a SOCIAL PROCESS – because management of the organization. it involves people. The art of creating an They are responsible for creating environment in which people can perform, operating policies and guides and individuals can cooperate towards organization’s interaction with the  environment. Chief Executive Officer, MANAGERIAL FUNCTIONS President, and Vice President. 1. PLANNING – determining goals and determining the ways how to achieve the MANAGERIAL SKILLS (certain abilities or attributes a goals. manager should possess) 2. ORGANIZING – combination of material and 1. For First Line Managers human resources. Allocate available resources. a. Technical skill – ability to use 3. DIRECTING – involves influencing and procedures, techniques and overseeing staff behavior in order to reach the knowledge of a specialized field. goal. 2. For Middle Managers 4. CONTROLLING – monitor the progress in a. Human Skill – is the ability to work reaching the goals. with, understand, and motivate individuals. Can easily work together MINTZBERG MANAGERIAL ROLES with others. Art of interacting with 1. INTERPERSONAL ROLES – duties of interpersonal one another. Manager should create goals include routine involving series of the environment. communication and less important decisions. 3. For Top Managers a. FIGUREHEAD – the manager performs the a. Conceptual Skill – is the ability to duties of a ceremonial and symbolic in nature integrate and coordinate all of the such as, welcoming official visitors, signing organizations interest and activities. It legal documents, and others as head of the involves seeing the organization as a organization or department. whole. b. LEADER – coordinates the works of others and leads his subordinates. This role includes, TOP hiring, training, motivating and disciplining LEVEL employees. Formal authority and sanctional authority provide greater potential power to exercise and get things done. MIDDLE c. LIASON – the manager has to confirm the LEVEL function, communication, encouraging and the like. Further, he has to coordinate the activities LOWER to all his subordinates. Has to interact with LEVEL other manager outside the organization, to secure his relation and favors. In this role, the manager presents his organization. ADDITIONAL SKILLS 2. INFORMATIONAL ROLES 1. COMMUNICATION SKILLS – give and receive idea a. MONITORS – the manager gets the from and to others. To inform subordinate and higher information by scanning his environment, ups through reports. subordinates, peers, and superiors. The manager seeks and receives information from 2. ADMINISTRATIVE SKILLS – should know how to external and internal events as to gain make plans and policies, and how to make things understanding of the organization and his done. To coordinate different activities of the environment. Managers must collect organization and should be able to control it. information in verbal form (such as gossip, heresy, and speculation). Information ca be 3. LEADERSHIP SKILLS – to be bale to motivate derive by the manager exercising his monitor workers. A good leader is a good follower, practice role through the grapevine. what you preach. This skill helps the manager to get b. DISSEMINATOR – the manager disseminates the work done through the workers. the information he gathered from the outside. 4. PROBLEM-SOLVING SKILLS – the manager should And this information will be disseminated to know how to identify the problem. He must be able to different departments through various means. find the best solution to solve any particular problem, c. SPOKESPERSON – when a manager who this requires, intelligence, experience, and up to date presents the organization to outsiders he acts knowledge of the latest development. as the spokesperson. The manager speaks on behalf the organization, and transmit 5. DECISION MAKING SKILLS – the manager should be information, organization’s plans, policies and able to think quick and correct decisions. The success functions. Must keep the superiors informed or failure of the manager depends upon the for any development. correctness of the decision. OPEN SYSTEM – coordinates with its external environment. 3. DECISIONAL ROLES a. ENTREPRENEURIAL – initiates and oversee new products that can improve performance. Creator and innovator. b. DISTURBANCE HANDLER – manager takes corrective action in response to previously animosity problems. Presents the manager as the involuntary responding to pressure. Pressure of the situation requires the time of the manager, and as such the manager cannot ignore this situation. The manager should have enough time in handling these disturbances carefully, skillfully, and efficiently. c. RESOURCE ALLOCATOR – the most important resource the manager allocates to his subordinates is his time. The manager allocates the human, physical and monetary resources. The manager should have open door policy and allow the subordinates to express their opinions and share their expertise. d. NEGOTIATOR – the manager represents the organization in bargaining with the outsiders and insiders. He negotiates with the subordinates for improved commitment and loyalty.