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Management
A manager is someone who coordinates and oversees the work of other people so that
Organizational goals can be accomplished. It is not about personal achievement but
Helping others do their job. Managers may also have additional work duties not related
To coordinating the work of others.
Managers can be classified by their level in the organization, particularly in traditionally
Structured organizations—those shaped like a pyramid
1) First-line managers (often called supervisors) are located on the lowest level of
Management.
2) Middle managers include all levels of management between the first-line levels
And the top level of the organization.
3) Top managers include managers at or near the top of the organization who are
Responsible for making organization-wide decisions and establishing plans and
Goals that affect the entire organization.
Mary Parker Follet defines management as, “The art of getting things done through
People”
Management involves coordinating and overseeing the work activities of others so that
their activities are completed efficiently and effectively.
1) Coordinating and overseeing the work of others is what distinguishes a
managerial position from a non managerial one.
2) Efficiency is getting the most output from the least amount of inputs in order to
minimize resource costs. Efficiency is often referred to as “doing things right”
Effectiveness is completing activities so that organizational goals are attained
and is often described as “doing the right things”
Management Functions
According to the functions approach managers perform certain activities to efficiently
and effectively coordinate the work of others. They can be classified as
1) Planning involves defining goals, establishing strategies for achieving those
goals, and developing plans to integrate and coordinate activities.
2) Organizing involves arranging and structuring work to accomplish the
organization’s goals.
3) Leading involves working with and through people to accomplish
organizational goals.
4) Controlling involves monitoring, comparing, and correcting work performance.
Since these four management functions are integrated into the activities of managers
throughout the workday, they should be viewed as an ongoing process and they need
not the done in the above sequence.
Management Roles
In the late 1960s, Henry Mintzberg conducted a precise study of managers at work. He
concluded that managers perform 10 different roles, which are highly interrelated.
Management roles refer to specific categories of managerial behavior. Overall there are
ten specific roles performed by managers which are included in the following three
categories.
1) Interpersonal roles include figurehead, leadership, and liaison activities.
2) Informational roles include monitoring, disseminating, and spokesperson
activities.
3) Decisional roles include entrepreneur, disturbance handler, resource allocator,
and negotiator.
Although the functions approach represents the most useful way to describe the
Manager’s job, Mintzberg’s roles give additional insight into managers’ work. Some of
the ten roles do not fall clearly into one of the four functions, since all managers do
some work that is not purely managerial.
Management Skills
Managers need certain skills to perform the challenging duties and activities associated
with being a manager. Robert L. Katz found through his research in the early 1970s that
managers need three essential skills
1) Technical skills are job-specific knowledge and techniques needed to
proficiently perform specific tasks.
2) Human skills are the ability to work well with other people individually and in
a group.
3) Conceptual skills are the ability to think and to conceptualize about abstract and
complex situations.
Management introduction..

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Management introduction..

  • 1. Management A manager is someone who coordinates and oversees the work of other people so that Organizational goals can be accomplished. It is not about personal achievement but Helping others do their job. Managers may also have additional work duties not related To coordinating the work of others. Managers can be classified by their level in the organization, particularly in traditionally Structured organizations—those shaped like a pyramid 1) First-line managers (often called supervisors) are located on the lowest level of Management. 2) Middle managers include all levels of management between the first-line levels And the top level of the organization. 3) Top managers include managers at or near the top of the organization who are Responsible for making organization-wide decisions and establishing plans and Goals that affect the entire organization. Mary Parker Follet defines management as, “The art of getting things done through
  • 2. People” Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. 1) Coordinating and overseeing the work of others is what distinguishes a managerial position from a non managerial one. 2) Efficiency is getting the most output from the least amount of inputs in order to minimize resource costs. Efficiency is often referred to as “doing things right” Effectiveness is completing activities so that organizational goals are attained and is often described as “doing the right things” Management Functions According to the functions approach managers perform certain activities to efficiently and effectively coordinate the work of others. They can be classified as 1) Planning involves defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities. 2) Organizing involves arranging and structuring work to accomplish the organization’s goals. 3) Leading involves working with and through people to accomplish organizational goals. 4) Controlling involves monitoring, comparing, and correcting work performance. Since these four management functions are integrated into the activities of managers throughout the workday, they should be viewed as an ongoing process and they need not the done in the above sequence. Management Roles In the late 1960s, Henry Mintzberg conducted a precise study of managers at work. He concluded that managers perform 10 different roles, which are highly interrelated. Management roles refer to specific categories of managerial behavior. Overall there are ten specific roles performed by managers which are included in the following three categories. 1) Interpersonal roles include figurehead, leadership, and liaison activities. 2) Informational roles include monitoring, disseminating, and spokesperson
  • 3. activities. 3) Decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator. Although the functions approach represents the most useful way to describe the Manager’s job, Mintzberg’s roles give additional insight into managers’ work. Some of the ten roles do not fall clearly into one of the four functions, since all managers do some work that is not purely managerial. Management Skills Managers need certain skills to perform the challenging duties and activities associated with being a manager. Robert L. Katz found through his research in the early 1970s that managers need three essential skills 1) Technical skills are job-specific knowledge and techniques needed to proficiently perform specific tasks. 2) Human skills are the ability to work well with other people individually and in a group. 3) Conceptual skills are the ability to think and to conceptualize about abstract and complex situations.