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Introduction to Management and Organizations
1. Management
INTRODUCTION
Chapter
TO MANAGEMENT
1 AND
Presented by: Elbert M. Areja
ORGANIZATIONS
Masters in Management
February 22, 2012
1–1
2. LEARNING OUTCOMES
THE OUTLINE OF THIS REPORT
1.1 Who Are Managers?
• Explain how managers differ from non-
managerial employees.
• Describe how to classify managers in
organizations.
1.2 What Is Management?
• Define management.
• Explain why efficiency and effectiveness are
important to management.
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3. LEARNING OUTCOMES
1.3 What Do Managers Do?
• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills
and how the importance of these skills changes
depending on managerial level.
• Discuss the changes that are impacting
manager’s jobs.
• Explain why customer service and innovation are
important to the manager’s job.
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4. LEARNING OUTCOMES
1.4 What Is An Organization?
• Explain the characteristics of an organization.
• Describe how today’s organizations are
structured.
1.5 Why Study Management?
• Discuss why it’s important to understand
management.
• Explain the universality of management concept.
• Describe the rewards and challenges of being a
manager.
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5. WHO ARE MANAGERS?
Manager
Someone who coordinates and oversees the
work of other people so that organizational
goals can be accomplished.
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6. CLASSIFYING MANAGERS
First-line Managers
Individuals who manage the work of non-managerial
employees.
Middle Managers
Individuals who manage the work of first-line
managers.
Top Managers
Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.
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8. WOMEN IN MANAGERIAL POSITIONS AROUND
THE WORLD
Women in Women in Top
Management Manager’s Job
Australia 41.9 percent 3.0 percent
Canada 36.3 percent 4.2 percent
Germany 35.6 percent N/A
Japan 10.1 percent N/A
Philippines 57.8 percent N/A
United States 50.6 percent 2.6 percent
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9. WHAT IS MANAGEMENT?
Management involves coordinating and
overseeing the work activities of others so
that their activities are completed
efficiently and effectively.
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10. MANAGEMENT: DEFINITION
Acc to Harold Koontz: Management is the art
of getting things done through & with an formally
organized group
Acc to Henry Fayol: To manage is to forecast
& plan, to organize, to compound, to co-ordinate
and to control
PODSCORB:
-
Planning, Organizing, Directing, Staffing, Co
ntrolling, Co-ordinating, Reporting &
Budgeting
11. HENRY FAYOL (1841-1925)
Was a french industrialist
Given :
Elements of Management-
Planning, Organizing, Commanding, Co-
ordination & Control
Qualities of Manager:
Physical, Mental, Moral, General
Education, Special Knowledge & Experience
Principles of Management
12. PRINCIPLES OF MANAGEMENT
Division of work
Authority & responsibilty
Discipline
Unity of command
Unity of direction
Subordinate of individual interest to group
interest
Remuneration of personnel
Centralization
Scalar Chain
13. PRINCIPLES OF MANAGEMENT
Order
Equity
Stability of tenure of personnel
Initiative
Espirit De Corps
14. FEATURES OF MANAGEMENT
Art as well as Science
Management is an activity
Management is a continuous process
Management achieving pre-determined
objectives
Organized activities
Management is a factor of production
Management as a system
Management is a discipline
15. FEATURES OF MANAGEMENT
Management is a distinct entity
Management aims at maximising profit
Management is a purposeful activity
Management is a profession
Universal application
Management is getting things done
Management is needed at all levels
16. WHAT IS MANAGEMENT?
Managerial Concerns
Efficiency
“Doing things right”
Getting the most output
for the least inputs
Effectiveness
“Doing the right things”
Attaining
organizational goals
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18. WHAT MANAGERS DO?
Three Approaches to Defining What
Managers Do.
Functions they perform.
Roles they play.
Skills they need.
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19. WHAT MANAGERS DO?
Functions Manager’s Perform
Planning
Defining goals, establishing strategies to achieve
goals, developing plans to integrate and coordinate
activities.
Organizing
Arrangingand structuring work to accomplish
organizational goals.
Leading
Working with and through people to accomplish goals.
Controlling
Monitoring, comparing, and correcting work.
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22. DISTRIBUTION OF TIME PER ACTIVITY BY
ORGANIZATIONAL LEVEL
Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll,
“The Job(s) of Management,” Industrial Relations 4, No.2 (1965), p.103.
23. WHAT MANAGERS DO?
Roles Manager’s Play
Roles are specific actions or behaviors
expected of a manager.
Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of
information, and decision making.
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27. WHAT MANAGERS DO?
Skills Managers Need
Technical skills
Knowledge and proficiency in a specific field
Human skills
The ability to work well with other people
Conceptual skills
The ability to think and conceptualize about abstract
and complex situations concerning the organization
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29. CONCEPTUAL SKILLS
• Ability to use information to solve business
problems
• Identification of opportunities for innovation
• Recognition of problem areas and
implementation of solutions
• Selection of critical information from masses of
data
• Understanding of business uses of technology
• Understanding of organization’s business model
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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30. COMMUNICATION SKILLS
• Ability to transform ideas into words and actions
• Credibility among colleagues, peers, and
subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic
formats
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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31. EFFECTIVENESS SKILLS
• Contributing to corporate mission/departmental
objectives
• Customer focus
• Multitasking: working at multiple tasks in parallel
• Negotiating skills
• Project management
• Reviewing operations and implementing
improvements
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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32. INTERPERSONAL SKILLS
• Coaching and mentoring skills
• Diversity skills: working with diverse people and
cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and commitment
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.amanet.org), October 30, 2002.
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34. HOW THE MANAGER’S JOB IS
CHANGING
The Increasing Importance of Customers
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.
Innovation
Doing things differently, exploring new
territory, and taking risks
Managers should encourage employees to be
aware of and act on opportunities for innovation.
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36. WHAT IS AN ORGANIZATION?
An Organization Defined
A deliberate arrangement of people to
accomplish some specific purpose (that
individuals independently could not accomplish
alone).
Common Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure
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39. WHY STUDY MANAGEMENT?
The Value of Studying Management
The universality of management
Good management is needed in all organizations.
The reality of work
Employees either manage or are managed.
Rewards and challenges of being a manager
Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
Successful managers receive significant monetary rewards
for their efforts.
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