Intro to management

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C V C I T CCagayan Valley Computer & Information Technology College, Inc.


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INTRODUCTION TO MANAGEMENT

CLIENT WILLIAM M. MALINAO




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1. Describe the difference between managers and operative employees.

2. Explain what is meant by the term management.3. Differentiate between efficiency and effectiveness.4. Describe the four primary processes of management.5. Classify the three levels of managers and identify the

primary responsibility of each group.

L E A R N I N G O U T C O M E SAfter reading this chapter, I will be able to:




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6. Summarize the essential roles performed by managers.

7. Describe the four general skills necessary for becoming a successful manager.

8. Realize the value of studying management.

L E A R N I N G O U T C O M E S (cont’d)

After reading this chapter, I will be able to:




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MANAGEMENT– The process of getting things done, effectively and

efficiently, through and with other people– Efficiency– Effectiveness




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Effectiveness

EfficiencyGetting workdone through

others




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MANAGEMENT IS????

SCIENCE ARTMANAGEMENT IS BOTH SCIENCE AND ART

OR




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• Definition of ObjectivesFormulation of PlansImplementation of PlansDevelopment for the future

ORGANIZATION

ADMINISTRATION• Direction of daily Activities• Coordination of Resources• Supervision for efficiency and

attainment of objectives




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PEOPLE DIFFERENCES• Operatives

– People who work directly on a job or task and have no responsibility for overseeing the work of others

• Managers– Individuals in an organization who direct the

activities of others




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TYPES OF MANAGERS




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Top Level Management

Middle Level Management

First-LineManagement

CEOCOOCIO

General MgrPlant Mgr

Regional Mgr

Office ManagerShift Supervisor

Department ManagerTeam Leader




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IDENTIFYING MANAGERS• First-line managers

– Supervisors responsible for directing the day-to-day activities of operative employees

• Middle managers– Individuals at levels of management between the first-line manager and

top management• Top managers

– Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members




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FUNCTIONS/PROCESS




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MANPOWERMONEY

MACHINEMATERIALSMETHODS

MANAGEMENTMESSAGESMARKETS

MOTIVATION

PLANNING ORGANIZING

LEADING CONTROLLING

RESOURCES MANAGEMENT FUNCTIONSEND RESULTS

OBJECTIVES/GOALS




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Distribution of Time per Activity by Organizational Level




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Mintzberg’s Managerial Roles• Interpersonal

– Figurehead– Leader– Liaison

• Informational– Monitor– Disseminator– Spokesperson

• Decisional– Entrepreneur– Disturbance hander– Resource allocator– Negotiator




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• Conceptual skills– A manager’s mental ability to coordinate all of the organization’s

interests and activities• Interpersonal/Human skills

– A manager’s ability to work with, understand, mentor, and motivate others, both individually and in groups

• Technical skills– A manager’s ability to use the tools, procedures, and techniques of a

specialized field• Political skills

– A manager’s ability to build a power base and establish the right connections

SKILLS FOR MANAGERS




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Core skills and their use in the different levels

Conceptual skills

Human skills

Technical skills

Managerial levels

Lower Middle Top




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WHY STUDY MANAGEMENT?????• UNIVERSALITY OF MANAGEMENT

• THE REALITY OF WORK• ENTREPRENEURSHIP




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HISTORICAL ROOTS OF MANAGEMENT PRACTICES




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CONTINGENCY APPROACHThe situational approach to management that

replaces more simplistic systems and integrates much of management theory.“There is no one best way”




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Theories X and Y Theory X: classical theory

Most people dislike work and responsibility, they are motivated only by money and do not care about the job.

Close supervision is required and people must be carefully controlled and coerced into working

Average person prefers direction




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Theory Y: Modern Management Theory People often enjoy their work and will

exercise self-control at work. People are motivated by wanting to do a

good job and will do well if the opportunity is presented

People have capacity for imagination, ingenuity, and creativity

People enjoy expending physical and mental effort in work as much as play and rest




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Frederick W. Taylor– The Principles of Scientific Management (1911)– Believed that increased efficiency could be

achieved by selecting the right people for the job and training them to do it precisely in the one best way.

– To motivate workers, he favored incentive wage plans.

– Separated managerial work from operative work.




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TAYLOR FOUR PRINCIPLES OF MANAGEMENT

• Develop a science for each element of an individual’s work, which replaces the old rule-of-thumb method.

• Scientifically select and then train, teach, and develop the worker. Heartily cooperate with the workers so as to ensure that all work is done

• Divide work and responsibility almost equally between management and workers.




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• Henry Gantt– Incentive compensation systems– Gantt chart for scheduling work operations




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– Henri Fayol (France)• Fourteen Principles of Management: Fundamental or

universal principles of management practice

– Max Weber (Germany)• Bureaucracy: Ideal type of organization characterized

by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships




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WEBERS IDEAL BUREAUCRACY• Division of Labor• Authority Hierarchy• Formal Selection• Formal Rules and Regulations• Career Orientation




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Date post:	17-Feb-2017
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Intro to management

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