PPT_Topic-1-Introduction.pptx

TOPIC 1: INTRODUCTION TO MANAGEMENT Henry Ford, a business magnate and the founder of Ford Motor Company, once said, “History is more or less bunk.” Well, he was wrong! History is important because it can put current activities in perspective. In this topic, we’re going to take a trip back in...

TOPIC 1: INTRODUCTION TO MANAGEMENT Henry Ford, a business magnate and the founder of Ford Motor Company, once said, “History is more or less bunk.” Well, he was wrong! History is important because it can put current activities in perspective. In this topic, we’re going to take a trip back in time to see how the field of study called management has evolved. What you’re going to see is that today’s managers still use many elements of the historical approaches to management. Only through reflection can we fully appreciate the effects of the past on present thought and action. Use this knowledge to become effective managers by learning from past mistakes and successes.  EVOLUTION OF MANAGEMENT Early Management. This period talks about the first proofs of management practice such as construction of Egyptian Pyramids and Great Wall of China. Classical Approach: Frederick W. Taylor, known as the “father” of scientific management, studied manual work using scientific principles—that is, guidelines for improving production efficiency—to find the one best way to do those jobs. Fayol believed the functions of management were common to all business endeavors but also were distinct from other business functions. Weber described an ideal type of organization he called a bureaucracy—characteristics that many of today’s large organizations still have.  EVOLUTION OF MANAGEMENT Behavioral Approach. The early OB advocates (Robert Owen, Hugo Munsterberg, Mary Parker Follett, and Chester Barnard) contributed various ideas, but all believed that people were the most important asset of the organization and should be managed accordingly. The Hawthorne Studies dramatically affected management beliefs about the role of people in organizations, leading to a new emphasis on the human behavior factor in managing. The behavioral approach has largely shaped how today’s organizations are managed. Quantitative Approach. The quantitative approach involves applications of statistics, optimization models, information models, and computer simulations to management activities. Contemporary Approaches. The systems approach says that an organization takes in inputs (resources) from the environment and transforms or processes these resources into outputs that are distributed into the environment. This approach provides a framework to help managers understand how all the interdependent units work together to achieve the organization’s goals and that decisions and actions taken in one organizational area will affect others. WHO ARE MANAGERS AND WHERE DO THEY WORK? Who are Managers Managers coordinate and oversee the work of other people so that organizational goals can be accomplished. Nonmanagerial employees work directly on a job or task and have no one reporting to them. In traditionally structured organizations, managers can be first-line, middle, or top. In other more loosely configured organizations, the managers may not be as readily identifiable, although someone must fulfill that role. LEVELS OF MANAGEMENT (TRADITIONALLY STRUCTURED ORGANIZATIONS WHERE THERE IS A HIERARCHY)  LEVELS OF MANAGEMENT  first-line (frontline) managers: Managers at the lowest level of management who manage the work of nonmanagerial employees  middle managers: Managers between the lowest level and top levels of the organization who manage the work of first-line managers  top managers: Managers at or near the upper levels of the organization structure who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization Where do Managers Work? Managers work in an organization, which is a deliberate arrangement of people to accomplish some specific purpose. Organizations have three characteristics: a. They have a distinctive purpose, b. they are composed of people, and c. they have a deliberate structure. Many of today’s organizations are structured to be more open, flexible, and responsive to changes. THREE CHARACTERISTICS OF AN ORGANIZATION AN ORGANIZATION HAS A DISTINCT PURPOSE TYPICALLY EXPRESSED THROUGH GOALS THE ORGANIZATION HOPES TO ACCOMPLISH. SECOND, EACH ORGANIZATION IS COMPOSED OF PEOPLE. IT TAKES PEOPLE TO PERFORM THE WORK THAT’S NECESSARY FOR THE ORGANIZATION TO ACHIEVE ITS GOALS. THIRD, ALL ORGANIZATIONS DEVELOP A DELIBERATE STRUCTURE WITHIN WHICH MEMBERS DO THEIR WORK. WHY ARE MANAGERS IMPORTANT ? What Can a Great Boss Do?  Inspire you professionally and personally  Energize you and your coworkers to accomplish things together that you couldn’t get done by yourself  Provide coaching and guidance with problems  Provide you feedback on how you’re doing  Help you to improve your performance  Keep you informed of organizational changes  Change your life Reasons Why Managers are Important Managers are important to organizations for three reasons. First, organizations need their managerial skills and abilities in uncertain, complex, and chaotic times. Second, managers are critical to getting things done in organizations. Finally, managers contribute to employee productivity and loyalty; the way employees are managed can affect the organization’s financial performance, and managerial ability has been shown to be important in creating organizational value. WHAT DO MANAGERS DO? WHAT MANAGERS DO AND INVOLVES COORDINATING AND OVERSEEING THE EFFICIENT AND EFFECTIVE COMPLETION OF OTHERS’ WORK ACTIVITIES. EFFICIENCY MEANS DOING THINGS RIGHT; EFFECTIVENESS MEANS DOING THE RIGHT THINGS. THE FOUR FUNCTIONS OF MANAGEMENT INCLUDE: PLANNING (DEFINING GOALS, ESTABLISHING STRATEGIES, AND DEVELOPING PLANS), ORGANIZING (ARRANGING AND STRUCTURING WORK), LEADING (WORKING WITH AND THROUGH PEOPLE), AND CONTROLLING (MONITORING, COMPARING, AND CORRECTING WORK PERFORMANCE). Mintzberg’s managerial roles include: Interpersonal, which involve people and other ceremonial/symbolic duties (figurehead, leader, and liaison); Informational, which involve collecting, receiving, and disseminating information (monitor, disseminator, and spokesperson); and Decisional, which involve making choices (entrepreneur, disturbance handler, resource allocator, and negotiator). KATZ’S MANAGERIAL SKILLS INCLUDE: TECHNICAL (JOB-SPECIFIC KNOWLEDGE AND TECHNIQUES), INTERPERSONAL (ABILITY TO WORK WELL WITH PEOPLE), AND CONCEPTUAL (ABILITY TO THINK AND EXPRESS IDEAS). TECHNICAL SKILLS ARE MOST IMPORTANT FOR LOWER-LEVEL MANAGERS, WHILE CONCEPTUAL SKILLS ARE MOST IMPORTANT FOR TOP MANAGERS. NINTERPERSONAL SKILLS ARE EQUALLY IMPORTANT FOR ALL MANAGERS. SOME OTHER MANAGERIAL SKILLS IDENTIFIED INCLUDE MANAGING HUMAN CAPITAL, INSPIRING COMMITMENT, MANAGING CHANGE, USING PURPOSEFUL NETWORKING, AND SO FORTH. Let’s know more… https://www.youtube.com/watch?v=_OBqwhYLEJo HOW IS THE MANAGER’S JOB CHANGING? The changes impacting managers’ jobs include global economic and political uncertainties, changing workplaces, ethical issues, security threats, and changing technology.  Managers must focus on customer service because employee attitudes and behaviors play a big role in customer satisfaction.  Managers must focus on technology as it impacts how things get done in organizations.  Managers must focus on social media because these forms of communication are important and valuable tools in managing.  Managers must focus on innovation because it is important for organizations to be competitive.  Managers must also focus on sustainability as business goals are developed.  And finally, managers must focus on employees in order for them to be more productive. WHY STUDY MANAGEMENT? It’s important to study management for three reasons: (1) the universality of management, which refers to the fact that managers are needed in all types and sizes of organizations, at all organizational levels and work areas, and in all global locations; (2) the reality of work—that is, you will either manage or be managed; and (3) the awareness of the significant rewards and challenges in being a manager. Activity 1 (Video-making) Interview two different managers (video recording in 3 mins each) take note of their name, age, company/branch, and the number of years they have worked as managers. Ask them the following questions: – (1) What are the best and worst parts of being a manager? – (2) What’s the best management advice you ever received? Compare both managers, are there differences and similarities in their answers? Submission on September 6, 2024 thru Gdrive.