Session 1.pdf

MOS 1302 – Management Process and Practice Prof. K. A. S. P. Kaluarachchi, PhD Professor Department of Management and Organization Studies Faculty of Management and Finance University of Colombo...

MOS 1302 – Management Process and Practice Prof. K. A. S. P. Kaluarachchi, PhD Professor Department of Management and Organization Studies Faculty of Management and Finance University of Colombo 1 At the end of this lesson, you will be able to: ▪ Define management ▪ Know the process of management ▪ Know the importance of management ▪ Identify skills, types, and roles of managers ▪ Know how to be a new manager 2 Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources (Daft, 2012: 06) 3  Management Functions Planning Set goals and ways to attain them Performance Resources Controlling Organizing ▪ Attain goals ▪ Human Monitor Assign ▪ Products ▪ Financial activities and responsibility for ▪ Services ▪ Physical make task ▪ Efficiency ▪ Information corrections accomplishment ▪ Effectiveness Leading Use influence to motivate employees 4  Effectiveness DOING THE RIGHT THING ' High Low High Grow Slowly die Efficiency DOING THINGS RIGHT Survive Quickly die Low 5  THE MENTAL POWER THAT ALLOWS US TO PROCESS INFO, LEARN, SOLVE PROBLEMS...  Conceptual skills – is the cognitive ability to see the organization a whole system and the relationships among its parts (ability to think strategically)  Human skills – ability to work well with and through others both as a member of a group and as the leader of the group  Technical skills – ability of understanding and performing specific/operational tasks of the division or the organization 6 Top Level Managers Conceptual Human Skills Middle Level Managers Technical Skills Skills Lower-Level Managers Managerial Skills 7  CEO Top Managers VP VICE PRESIDENT - WHO REPORTS DIRECTLY TO THE CEO Unit GM Middle Managers Head Dept. Head CHIEF GINANCIAL OFFICER (CFO) HUMAN RESOURCE DIRECTOR IT DIRECTOR CHIEF MARKERTING OFFICER (CMO) SALES DIRECTOR Functional Head MARKETING MANAGER,FINANCE MANAGER... First-Line Managers Team Leaders 8  Functional Managers – are responsible for departments that perform a single functional task and have employees with similar training and skills (e.g. Advertising, Sales, Finance, Human Resources, Manufacturing, Accounting…)  Line Managers – are responsible for the manufacturing and marketing departments that make or sell the products or services  Staff Managers – are in charge of departments such as Finance and Human Resources that support line departments  General Managers – are responsible for several departments that perform different functions  Project Managers – also have general management responsibility because they coordinate people across several departments to accomplish a specific project 9  Interpersonal Roles – involve developing and maintaining positive relationships with significant others (1) Figurehead Role – involves a set of ceremonial duties resulted from the formal authority or the position of manager (2) Leader Role – involves behaviors aiming at building relationships with subordinates and includes communicating, motivating, and coaching subordinates (3) Liaison Role – involves building and maintaining a network of relationships with people inside and outside the organization 10  Informational Roles - involve receiving and transmitting information so managers can serve as the nerve centers for their divisions or organizations (4) Monitor – as monitor, the manager is perpetually scanning the environment for asking questions information, interrogating liaison contacts and subordinates, and receiving unsolicited information, much of it as a result of the personal contacts the information or details received by an organization that they didn't request (personal information , marketing materials) (5) Disseminator – involves transmitting information to the relevant party (s) and facilitating to transfer information from one subordinates to another. Information that the manager received being a monitor may not useful for him and may be helpful for subordinate (s) or others in the organization (6) Spokesperson – transmitting information by a manager about his unit or the organization representing his unit or organization to outsiders 11 Decision-making Roles – pertain to those events about which the manager must make a choice and take action (7) Entrepreneur – acts as a initiator, a designer, and an encourager of changes or innovations (8) Disturbance Handler – taking corrective actions for the unexpected occurrences arising out of poor management or the changes in the manager’s environment (9) Resource Allocator – allocating resources including his own time, subordinates’ time, funds, and equipment among various projects and people (10) Negotiator – affecting the manager’s areas of responsibility such as negotiating a head of another division in capital budgeting or negotiating a supplier to change price of material 12  To Manager Identity From Individual Identity Generalist, coordinates Specialist, perform specific diverse tasks tasks Get things done through Get things done through others own efforts A network builder An individual actor Works in highly Works relatively interdependent manner independently -Individual Performer to Manager- 13  Managing the New Workplace Managing the Old Workplace Forces Technology Digital Mechanical -The Transition to a New Workplace- Focus Global Local, domestic markets Workforce Diverse Homogenous Pace Change, speed Stability, efficiency Events Turbulent, frequent crises Calm, predictable lots of change Characteristics Resources Information, knowledge Physical assets Work Flexible, virtual Structured, localized Workforce Empowered employees Loyal employees Management Competencies spread Leadership Dispersed, empowering Autocratic Doing Work By teams By individuals Relationships Collaboration Conflict, competition 14 Thank you very much! 15