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Chapter 1

Managing and Managers

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Organization and the needfor Management

Organization: two or more people whowork together in a structured way to

achieve a specific goal or set of goals.

Goal : the purpose that an organization

strives to achieve; organization often havemore than one goal; goals arefundamental elements of organizations

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Organization and the needfor Management

Management: the process of planning,organizing, Staffing, Directing andcontrolling the work of organization

members and of using all availableorganizational resources to reach statedorganizational goals.

Manager: people responsible for directingthe efforts aimed at helping organizationsachieve their goals.

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Definitions -Management

- Management means what managers do- Management is the process of Getting the work

done through the efforts of others

- According to Taylor Management is an art of

knowing what you want to do and then just seeingthat it is done in the best and cheapest way

- According to Knootz It is an art of getting thingsdone through and with people in formally organizedgroups

- Management is a process involving PlanningOrganizing, Staffing, Directing and controllinghuman efforts to achieve stated objectives in anorganization.

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Management Acontinuous Process

Planning Organizing Staffing Directing

ControllingFeedback

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The Management Process

Planning:

The process of establishing goals and a

suitable course of action for achievingthose goals

The continuous determination of futurecourse of action

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The Management Process

Organizing :

the process of engaging two or morepeople in working together in a structured

way to achieve a specific goal or set ofgoals.

Staffing: Managing the various positions created by

the organizing process

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The Management Process

Directing

includes communicating motivating andleading the task related activities of group

members or an entire organization

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The Management Process

Controlling:

involves identification of actual results,

comparison of actual results with expectedresults as set by planning process

The process of ensuring that actualactivities conform to planned activities

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Managerial roles

Liaison interpersonal role:

Monitor informational role

Negotiator decisional role

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Managerial roles

Liaison interpersonal role: sometimesothers look to you as a symbol of someworthwhile trait such as honesty or

willingness to work hard.

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Managerial roles

Monitor informational role

You monitor what is going on outside therelationship, share information with your

partners, and even act as a spokespersonfor them..

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Managerial roles

Negotiator decisional role

You sometimes take initiative sometimeshandle disagreements, sometimes allocate

resources such as money, and sometimesnegotiate with your collaborators.

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Types of managers

Management levels

1. First level supervisors :

who are responsible for the work ofoperating employees only and do notsupervise other managers; they are the

first or lowest level of managers in theorganizational hierarchy

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Types of managers

Middle managers:

Managers in the midrange of theorganizational hierarchy; they are

responsible for other managers andsometimes for operating employees; theyalso report to more senior managers

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Types of managers

Top managers:

Managers responsible for the overallmanagement of the organization; they

establish operating policies and guide theorganizations interaction with itsenvironment.

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Functional and General managers

Functions: a classification referring to agroup of similar activities in anorganization, such as marketing or

operations

Functional Manager: a managerresponsible for just one organizationalactivity, such as finance or humanresources management

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Functional and General managers

General manager: the individualresponsible for all functional activities,such as production, marketing, sales,

finance, for an organization.

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Management level and skills

Technical skill: the ability to use theprocedures, techniques and knowledge ofa specialized field.

Human skills: the ability to work withunderstand, and motivate other people asindividuals or in groups.

Conceptual skill: the ability tocoordinate and integrate all of anorganizations interests and activities.

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Management level and skills

Top levelmanagement

Middle levelmanagement

First levelsupervisors

Technicalskills

HumanSkills

Conceptual anddesignskills

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Nature of Management

1. Multidisciplinary

Management is an activity

- Activity to effective utilizations of

Resources like

1. Man 5. Time

2. Machine 6. Energy

3. Money 7. Power

4. Material

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Nature of Management

2. A dynamic in nature

- It changes as the Environment changes

3. Relative, not absolute

- Allowances are made for different

changing environment

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Nature of Management

4.Management - Science or ArtScience - It is a body ofsystematized knowledge,

accepted and accumulated withreference to understanding of generaltruth

concerning a particular phenomenon,subject or object of study

Art-It is related with the bringing ofa desired result through application of

skills

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Comparison between Science and Art

Science Art

Advances by knowledge Advances by practice

Proves Feels

Predicts Guesses

Defines Describes

Measures Opines

Impresses Expresses

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Characteristics ofManagement (Continue)

5. Management as ProfessionProfession Profession is an occupation forwhich specialized knowledge, skill and trainingare required The use of skill is not for self-satisfaction butfor larger interest of society Success of use of skills is measured not interms of money alone Characteristics of Profession

1. Existence of Knowledge2. Acquisition of Knowledge3. Professional Association4. Ethical Codes5. Service Motive

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Management and Administration

Administration is above Management

Administration is a part of Management

Management and Administration are same

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Management and Administration

Top

Organizati

onal

level

Lower

Administration(policy formulation)

Decision making

Management(policy execution)

Execution function

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Management and Administration

Basis of difference Administration Management

Level in organisation Top level Middle and lowerlevel

Major Focus Policy formulationand objectivedetermination

Policy execution forobjectiveachievement

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