Fundemantals of Mgt

8/6/2019 Fundemantals of Mgt

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Fundamentals of Management



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IntroductionToday ¶s lesson: Management :Fundamentals of Management



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Objectives At the conclusion of this lesson, thestudent should be able to:

Recall and define the four functions of management (and the optional fifth one,too!)Define and describe the systems andbehavioral approaches to management Recall, define and describe typicalorganizational management levels



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Objectives (continued) At the conclusion of this lesson, thestudent should be able to:

Recall, define and describe thecharacteristics of managersRecall, define and describe the skillsrequired by managersDiscuss current management issues andcharacteristics of today ¶s workplace



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Traditional Definition of Management

Attainment of organizational goals in aneffective and efficient manner through:

PlanningOrganizingLeadingControlling

and some authorities add:Staffing



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What is Management?

´

The art of getting things donethrough people µ

[M. P. Follett, quoted in Daft 1993]



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What is Management?´ The Manager · s job can be broadlydefined as deciding what shouldbe done and getting other peopleto do it. µ

[Rosemary Stewart quoted in Mullins 1999]



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What is Management?´ [ Management] involves people

looking beyond themselves andexercising formal authority over theactivities and performance of otherpeople. µ

[Mullins 1999]



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Is Management Art or Science?The Science of Management

Assumes that problems can be approached usingrational, logical, objective, and systematic ways

Requires technical, diagnostic, and decision-makingskills and techniques to solve problemsThe Art of Management

Decisions are made and problems solved using ablend of intuition, experience, instinct, andpersonal insightsRequires conceptual, communication, interpersonal,and time-management skills to accomplish the tasksassociated with managerial activities



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Key Concepts of Management

The four functions of management Planning

OrganizingLeadingControlling

Sometimes a fifth is added:Staffing

Attainment of organizational goals in aneffective & efficient manner



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Four Functions DefinedPlanning

Setting an organization ¶s goals and selecting acourse of action from a set of alternatives to achievethem [G riffin 2003]

Deciding in advance what to do, how to do it, whento do it, and who is to do it

OrganizingDetermining how activities and resources aregrouped [G riffin 2003]

Determining the composition of work groups and theway in which work and activities are to becoordinated



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Four Functions DefinedLeading

The set of processes used to get organizational members to work togetherto advance the interests of theorganization [G riffin 2003]

Motivating and communicating with theorganization ¶s human resources toensure goals are attained



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Four Functions DefinedControlling

Monitoring organizational progresstowards goals [G riffin 2003]

The process of comparing results andexpectations and making theappropriate changes

And that pesky fifth one: StaffingThe recruitment, selection, assignment,training, development, evaluation andcompensation of staff



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What Do We Mean By «

E ffectiveness?The degree to which goals are achievedMaking the right decisions and successfully

implementing themDoing the right things in the right way at theright times

E fficiency?

Using minimal resources to produce the desired volumeof output Using resources wisely and in a cost-effective wayOperating in such a way that resources are not wasted



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And What is an Organization? A social entity that is:

goal directeddesigned to achieve some outcome

deliberately structuredtasks are divided and responsibility for theirperformance is assigned

[Daft 1993]Concept from the behavioral viewpoint of management (alternative to systems viewpoint)



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An Alternative Definition An organization

involves the interactions and efforts of P eople

in order to achieve Objectiveschannelled and coordinated through S tructuredirected and controlled via Management

[Mullins 1996]



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Models of Management

ResourcesResources�HumanHuman

�FinancialFinancial

�Raw MaterialsRaw Materials

�TechnologicalTechnological

�InformationInformation

P erformanceP erformance�Attain goals Attain goals

�ProductsProducts

�ServicesServices

�EfficiencyEfficiency

�EffectivenessEffectiveness

Pl anningPl anning

LeadingLeading

Contro ll ingContro ll ing OrganizingOrganizing

Use influence toUse influence tomotivate employeesmotivate employees

Select goals andSelect goals andways to attainways to attain

themthem

Assign responsibility Assign responsibilityfor taskfor task

accomplishmentaccomplishment

Monitor activities andMonitor activities andmake correctionsmake corrections



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Systems ApproachSystems Approach theorists believe that effectiveness is attained through:

planningprogrammingmonitoringmeasuringcontrolling

specialization of functionclear job definitionsstandard proceduresclear lines of authority



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Models of Management

T ransformationT ransformation(process through(process through

managementmanagementfunctionsfunctions ))

Systems Mode l of ManagementSystems Mode l of Management

environmentenvironment

output tooutput toother systemsother systems

org niz tion lorg niz tion lgo ls & outputgo ls & output

utputsutputs

utputsutputs

environmentenvironment

output fromoutput fromother systemsother systems

ims &ims &org niz tion lorg niz tion l

objectivesobjectives

InputsInputs

InputsInputs

FeedbackFeedback (Me sure of Achievement)(Me sure of Achievement)



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Systems Approach E xamplesMilitary & government agenciesTraditional major industrial production

(automobiles, etc.)Some service firms (insurance,banking)



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Behavioral ApproachBehavioral Approach theorists believethat effectiveness is attained

through:decreased controlgreater autonomy for peopleencouragement of innovationcreativity





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Systems A roachSystems A roach� RecognitionRecognition of internalof internal

interdependenciesinterdependencies� Recognition of Recognition of

environmental influencesenvironmental influences

Contingency P ers ectiveContingency P ers ective� RecognitionRecognition of the situationalof the situational

nature of managementnature of management� Response to particular Response to particular

characteristics of situationcharacteristics of situation

Integrated Management

Perspectives

E ffective and efficient management

ManagementP ers ectivesMethods for enhancingefficiency andfacilitating planning,

organi ing, andcontrolling

ManagementP ers ectivesInsights for moti-vating performanceand understandingindividual behavior,

groups and teams,and leadership

ManagementP ers ectivesTechniques for improving decisionmaking, resourceallocation, and

operations

C lassica l B ehaviora l Q uantitative

SOURC E: Ada ted from Fundamentals of Management, G riffin, R. W. , Houghton Miff lin 2003



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What is a Manager?Someone whose primary responsibility is tocarry out the management process

Someone who plans and makes decisions,organizes, leads, and controls human,financial, physical, and information

resources[G riffin 2003]



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Management Levels (typical)

SOURC E: Ada ¡ ted from T homas V. B onoma and Jose ¡ h C. Law ler, ³Chutes and Ladders : G rowing the G enera l Manager,´ S loan Management Review (S ¡ ring 1989), 27-37.

/CIO

CT O



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Management Levels DefinedFirst line Managersdirectly responsible for day-to-day operationssupervise and coordinate the activities of operatingemployees

Middle Managerswork in the middle levels of the organizationresponsible for sections or departmentssupervise and coordinate the activities of lower-level managersresponsible for implementing the policies and plans of top managers





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Horizontal DifferencesFunctional managers

Responsible for departments that perform a

single functional taskGeneral managers

Responsible for several departments that perform different functions



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Managers by AreaMarketing ManagersWork in areas related to getting consumers and clientsto buy the organization ¶s products or services

Financial ManagersDeal primarily with an organization ¶s financial resourcesTypically supervise IT in small organizations (!)

Operations Managers

Concerned with creating and managing the systemsthat create organization ¶s products and servicesMay be IT managers in IT businesses (but eventhen are primarily focused on production)

[G riffin 2003]



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Manager by AreaHuman Resource ManagersHuman resource planning, recruiting and selection,training and development, designing compensationand benefit systems, formulating performance

appraisal systems Administrative ManagersGeneralists familiar with all functional areas of management and who are not associated with anyparticular management specialty

Other Kinds of ManagersSpecialized managerial positions directly related to theneeds of the organizationMay include IT management

[G riffin 2003]



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Key Managerial RolesInformational Interpersonal Decisional

�Monitor

�Disseminator

�Spokesperson

Positions themanager so as to

facilitate thesending andreceiving of information

�Figurehead

�Leader

�Liaison

Involves themanager in

relationships withother individualsboth inside andoutside the firm

�Entrepreneur

�Disturbance handler

�Resource allocator

�Negotiator

The manager uses theavailable informationto make importantdecisions

SOURC E: Ada ¢ ted from Van F leet, David D., C ontemporary Management , Second E dition, Houghton Miff lin 1991[Munsterberg]





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Top Managers

Middle Managers

First-Line Managers

Non-managers (Personnel)

Management Skills

Conce tua l Ski ll s ³ P eo le´ Ski lls Technica l Ski llsConce tua l Ski ll s ³ P eo le´ Ski lls Technica l Ski lls

Management skills requiredby management levels



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Fundamental Management

SkillsTechnicalSkills necessary to accomplish or understand thespecific kind of work being done in an organization

Interpersonal Ability to communicate with, understand, andmotivate both individuals and groups

Conceptual

Ability to think in the abstract and to see theorganization as a complete unit and to integrate andgive direction to its diverse activities so that objectives are achieved

[G riffin 2003]



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SkillsDiagnostic Ability to visualize the most appropriate response to asituation

Communication Abilities both to convey ideas and informationeffectively to others and to receive ideas andinformation effectively from others

Decision-Making Ability to recognize and define problems andopportunities correctly and then to select anappropriate course of action to solve the problems andcapitalize on opportunities

[G riffin 2003]



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SkillsTime-Management

Ability to prioritize work, to work efficiently,and to delegate appropriately

[G riffin 2003]



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Current Management Issues Acute labor shortages in high-technology jobsectors and an oversupply of less skilled laborIncreasingly diverse and globalized workforceNeed to create challenging, motivating, andflexible work environmentsE ffects of information technology on how

people work [G riffin 2003]



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Current Management IssuesComplex array of new ways of structuringorganizationsIncreasing globalization of product andservice marketsRenewed importance of ethics and socialresponsibility

Use of quality as the basis for competitionShift to a predominately service-basedeconomy

[G riffin 2003]



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The ³ New Workplace ´ :Centered around information and ideasCentered around information and ideas

Work is freeWork is free- -flowing and flexibleflowing and flexible

Work is often virtualWork is often virtual



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Today ¶s Managers «E mbrace ambiguityCreate organizations that are:

Fast

Flexible AdaptableRelationship-oriented

Focus on:LeadershipStaying connected to employees and customersTeam buildingDeveloping a learning organization



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Parting Shot «In the immortal words of John Wayne:

³ Life is hard, but it ¶s harderwhen you ¶re stupid. ´



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Parting Thought: S trategy

is«a pattern of decisions that integrates anorganization ¶s major goals, policies, andoperating procedures into a cohesive wholea set of tools to marshal and allocate anorganization ¶s resources into a unique andviable position based on its relativecompetencies and shortcomings, anticipatedchanges in the environment, and contingent moves by intelligent opponentsthe other part of this course «



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The end «

Q uestions?

Discussion !

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