Management PDF

Why are managers important? their activities are completed efficiently and  Because organizations need their managerial effectively. skills and abilities more than ever in EFFICIENCY AND EFFECTIVENESS IN MANAGEMENT uncert...

Why are managers important? their activities are completed efficiently and  Because organizations need their managerial effectively. skills and abilities more than ever in EFFICIENCY AND EFFECTIVENESS IN MANAGEMENT uncertain, complex, and chaotic times.  Because they’re critical to getting things done. Manager- Someone who coordinates and oversees the work of other people so organizational goals can be accomplished  A manager’s job is not about personal achievement—it’s about helping others do their work. EFFICIENCY- Doing things right, or getting the most LEVELS OF MANAGEMENT output from the least amount of inputs EFFECTIVENESS- Doing the right things, or doing those work activities that will result in achieving Goals. FOUR FUNCTIONS OF MANAGEMENT  FIRST-LINE (FRONTLINE) MANAGERS- Managers at the lowest level of management who manage the work of nonmanagerial employees Ex. shift managers, district managers, 1. PLANNING- Management function that department managers, or office managers. involves setting goals, establishing strategies  MIDDLE MANAGERS- Managers between the for achieving those goals, and developing lowest level and top levels of the organization plans to integrate and coordinate activities. who manage the work of first-line managers 2. ORGANIZING- Management function that Ex. Regional manager, project leader, store involves arranging and structuring work to manager, or division manager. accomplish the organization’s goals.  TOP MANAGERS- Managers at or near the upper 3. LEADING- Management function that involves levels of the organization structure who are working with and through people to responsible for making organization-wide accomplish organizational goals. decisions and establishing the goals and plans 4. CONTROLLING- Management function that that affect the entire organization involves monitoring, comparing, and Ex. executive vice president, president, man- correcting work performance. aging director, chief operating officer, or chief MINTZBERG’S MANAGERIAL ROLES AND A executive officer. CONTEMPORARY MODEL OF MANAGING Where Do Managers Work?  Mintzberg concluded that what managers It’s obvious that managers work in organizations. do can best be described by looking at the  ORGANIZATION- A deliberate arrangement managerial roles they engage in at work. of people to accomplish some specific MANAGERIAL ROLES- Specific actions or purpose behaviors expected of and exhibited by a CHARACTERISTICS OF ORGANIZATIONS manager. 1. INTERPERSONAL ROLES- Managerial roles that involve people and other duties that are ceremonial and symbolic in nature Ex. figurehead, leader, and liaison. 2. INFORMATIONAL ROLES- Managerial roles that involve collecting, receiving, and disseminating information What do Managers do? Ex. collecting, receiving, and Simply speaking, management is what managers disseminating information. do. 3. DECISIONAL ROLES- Managerial roles  MANAGEMENT- Coordinating and that revolve around making choice overseeing the work activities of others so Ex. entrepreneur, disturbance handler, resource allocator, and negotiator. SKILLS NEEDED AT DIFFERENT MANAGERIAL LEVELS KATZ’S MANAGERIAL SKILLS TECHNICAL SKILLS- Job-specific knowledge and techniques needed to proficiently perform work CHANGES IMPACTING THE MANAGERS JOB tasks (more important for first-line managers) 1. Changing Technology (Digitization) INTERPERSONAL (HUMAN) SKILLS- The ability to - Shifting organizational boundaries work well with other people individually and in a - Virtual workplaces group. (these skills are equally important to all levels - More mobile workforce of management.) - Flexible work arrangements CONCEPTUAL SKILLS- The ability to think and to - Empowered employees conceptualize about abstract and complex - Work life–personal life balance situations. (These skills are most important to top - Social media challenges managers.) 2. Increased Emphasis on Organizational and Managerial Ethics - Redefined values - Rebuilding trust - Increased accountability - Sustainability 3. Increased Competitiveness - Customer service - Innovation - Globalization - Efficiency/productivity 4. Changing Security Threats - Risk management - Uncertainty over future energy sources/prices - Restructured workplace - Discrimination concerns - Globalization concerns - Employee assistance - Uncertainty over economic climate HOW THE MANAGERS JOB IS CHANGING IMPORTANCE OF CUSTOMERS TO THE MANAGER’S JOB  Managers must be concerned with customer service because employee attitudes and behaviors play a big role in customer satisfaction. IMPORTANCE OF SOCIAL MEDIA TO THE MANAGER’S JOB  SOCIAL MEDIA- Forms of electronic communication through which users create online communities to share ideas, information, personal messages, and other content.  Managers must be concerned with social media because these forms of communication are becoming important and valuable tools in managing. IMPORTANCE OF INNOVATION TO THE MANAGER’S JOB  INNOVATION- means exploring new territory, taking risks, and doing things differently.  Managers must also be concerned with innovation because it is important for organizations to be competitive. IMPORTANCE OF SUSTAINABILITY TO THE MANAGER’S JOB  SUSTAINABILITY- A company’s ability to achieve itsbusiness goals and increase long- term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.  Managers must be concerned with sustainability as business goals are developed. WHY STUDY MANAGEMENT? 1. UNIVERSALITY OF MANAGEMENT- The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located.  Those that are poorly managed find themselves losing customers and revenues. By studying management, you’ll be able to recognize poor management and work to get it corrected. 2. THE REALITY OF WORK- that is, you will either manage or be managed 3. REWARDS AND CHALLENGES OF BEING A MANAGERS-