Trt_mgt210 Topic 1

Foundations of Management and Organizations

Topic One

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MGT210: Principles of ManagementInstructor: Tasnim Rezoana Tanim (TRT)

ManagementManagement

Management is the process of working with and through others to achieve organizational objectives in a changing environment.

Management entails the effective and efficient use of limited resources.

Manager Someone who coordinates and oversees the

work of other people so that organizational goals can be accomplished.

Chapter 1, Carlene M. Cassidy and Robert Kreitner, Principles of Management, Twelfth Edition. Copyright © 2013 Cengage Learning.

2Chapter 1, Stephen P. Robbins and Mary Coulter, Management, Twelfth Edition. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall.

Figure 1.1 Key Aspects of the Management Process

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Effectiveness and Efficiency


Effectiveness Refers to doing those work activities that will

result in achieving goals. Often described as “doing the right things”.

Efficiency Refers to getting the most output from the

least amount of inputs or resources. Often described as “doing things right ”.

Exhibit 1-3Efficiency and Effectiveness in

Management


Figure 1.2: Balancing Effectiveness and Efficiency

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Figure 1.2: Balancing Effectiveness and Efficiency (cont’d)

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Figure 1.2: Balancing Effectiveness and Efficiency (cont’d)

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Levels of Management


First-line Managers Individuals who manage the work of non-

managerial employees. Example: Shift Manager, Department Manager

etc.

Middle Managers Individuals who manage the work of first-line

managers. Example: Regional Manager, Store Manager etc.

Top Managers Individuals who are responsible for making

organization-wide decisions and establishing the plans and goals that affect the entire organization. Example: Managing Director, Chief Executive

Officer etc.

Exhibit 1-1Levels of Management


Where Do Managers Work?


Organization A deliberate arrangement of people

assembled to accomplish some specific purpose.

Common Characteristics of Organizations- Have a distinct purpose (goal) Are composed of people Have a deliberate structure

Exhibit 1-2Characteristics of Organizations


What Do Managers Do?Managerial Functions

General administrative duties that need to be carried out in virtually all productive organizations to achieve desired outcomes

Managerial Skills Specific observable behaviors that effective

managers exhibitFunctions tell us what managers generally do,

whereas skills tell us how they carry out those functions.


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Figure 1.3: Identifiable Functions in the Management Process

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Managerial FunctionsPlanning

Formulating plans and setting objectives to provide direction for future courses of action by the organization

Decision Making Choosing among the alternative courses of

actionOrganizing

Deciding on the human resources structure of the organization

Staffing Recruiting, training, and developing people

who can contribute to the organized effort15


Managerial Functions (cont’d)Communicating

Providing information, direction, and feedback

Motivating Providing meaningful work and valued

rewards to individuals pursuing collective objectives

Leading Serving as role models and adapting

management styles as the situation demands

Controlling Comparing desired results with actual

results and taking corrective action as needed

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Figure 1.4: Wilson’s Managerial Skills

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Figure 1.4: Wilson’s Managerial Skills (cont’d)

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Figure 1.4: Wilson’s Managerial Skills (cont’d)

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Exhibit 1-4Main Four Functions of Management


Mintzberg’s Managerial Roles


Managerial Roles Specific actions or behaviors expected of and

exhibited by a manager.Ten Managerial Roles divided into Three

Types- Interpersonal roles: Managerial roles that involve

people and other duties that are ceremonial and symbolic in nature. Figurehead, leader, liaison

Informational roles: Managerial roles that involve collecting, receiving, and disseminating information. Monitor, disseminator, spokesperson

Decisional roles: Managerial roles that involve around making choices. Entrepreneur, disturbance handler, resource

allocator, negotiator

Exhibit 1-5Mintzberg’s Managerial Roles


Katz’s Management Skills


Technical Skills Job-specific knowledge and techniques needed

to proficiently perform work tasks.Human Skills

The ability to work well with other people individually and in a group.

Conceptual Skills The ability to think and to conceptualize about

abstract and complex situations.

Exhibit 1-6Skills Needed at Different

Managerial Levels


Figure 1.5: The Honeywell Study: How Managers Learn to Manage

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The Importance of Customers and Social Media


Customers The reason that organizations exist. Managing customer relationships is the

responsibility of all managers and employees. Consistent high quality customer service is

essential for survival.Social Media

Forms of electronic communication through which users create online communities to share ideas, information, personal messages, and other content.

The Importance of Innovation and Sustainability


Innovation Doing things differently, exploring new

territory, and taking risks. Managers should encourage employees to be

aware of and act on opportunities for innovation.

Sustainability A company’s ability to achieve its business

goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.

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Trt_mgt210 Topic 1

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