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Orgnization and MGT - Lesson 2

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16 views34 pages

Orgnization and MGT - Lesson 2

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johndale gt
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Traditional Pyramid Form of Management Level

Top
Managers

Middle Managers

First-Line Managers
Non-Managerial
Employees
Functional R&D Marketing Finance Production HR
Areas
 First-line managers: manage the work of
nonmanagerial employees who typically
are involve with producing the
organization’s products or servicing the
organization’s customer

 They are often called: supervisor, shift


manager, district manager, department
manager, office manager
 Middle managers: manage work of first-
line managers

 They are often called: regional manager,


project leader, store manager, division
manager
 Top managers: are responsible for
making organizationwide decisions and
establishing the plans and goals that
affect the entire organization.

 They are often called: executive vice


president, president, managing director,
chief operating officer, chief executive
officer
 Management involves coordinating and
overseeing the work activities of others
so that their activities are completed
efficiently and effectively.

 Or Management is the art of getting work


done through others
PLANNING ORGANIZING

MANAGER

LEADING CONTROLLING
1–9
What Do Managers Do?
• Management Functions
–Planning
• Setting objectives and determining in advance exactly
how the objectives will be met.
–Organizing
• Delegating and coordinating tasks and resources to
achieve objectives.
–Leading
• Influencing employees to work toward achieving
objectives.
–Controlling
• Establishing and implementing mechanisms to ensure
that objectives are achieved.
Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 1–10
 Define goals
 Establish strategies for achieving those
goals
 Develop plans to integrate and
coordinate activities

Setting goals and plans (how to achieve


them)
 Determine
› What tasks are to be done ?
› Who is to do them ?
› How tasks are to be grouped ?
› Who reports to whom ?
› Where decisions are to be made ?

Arrange tasks and other resources to


accomplish organization’s goals
 Motivate subordinates(lower positions)
 Help resolve group conflicts
 Influence individuals or teams as they
work
 Select the most effective
communication channel
 Deal with employee behavior issues

Hire, train, motivate(lead) people


 Monitor activities’ performance
 Compare actual performance with the set
goals
 Evaluate activities’ performance whether
things are going as planed
 Correct any disturbance to get work back
on track and achieve the set goals

Ensure all activities are accomplished as


planned
 Specific actions or behaviors expected
of a manager

 3 types of managerial roles:


› Interpersonal
› Informational
› decisional
 Interpersonal Roles: involve people
(subordinates and person outside the
organization) and other duties that are
ceremonial and symbolic in nature

 Informational Roles: involve collecting,


receiving, and disseminating information

 Decisional Roles: entail making decisions or


choices
Managerial activities Associated roles

interpersonal roles: arising


from formal authority and •figurehead
status and supporting the •liaison
information and decision •leader
activities.

•monitor
Informational roles •disseminator
•spokesman

•improver/changer (entrepreneur)
decisional roles: making •disturbance handler
significant decisions •resource allocator
•negotiator
http://www.bola.biz/mintzberg/mintzberg2.html
 Figurehead: perform ceremonial duties
like greeting company visitors, speaking
at the opening of a new facility, or
representing the company at a
community luncheon to support local
charities
 Leader: motivate and encourage
workers to accomplish organizational
objectives

 Liaison: deal with people outside their


units to develop alliances that will help in
org. goal achievement
 Monitor: scan environment for
information, actively contact others for
information, continually update news/
stories related to their business (inside
and outside org.)

 Disseminator: share the information they


have collected with their subordinates
and others in the company
 Spokeperson: share information with
people outside their departments and
companies
 Entrepreneur: adapt themselves, their
subordinates, and their units to change/
innovation

 Disturbance Handler: respond to


pressures and problems demand
immediate attention and action
 Resource Allocator: set priorities and
decide about use of resources

 Negotiator: continual negotiate


schedules, projects, goals, outcomes,
resources, and employee raises in order
to accomplish the goals
Management Skills and Functions
 Technical Skills: job-specific knowledge and
techniques needed to proficiently perform
work tasks

 Human Skills: ability to work well with other


people both individually and in group

 Conceptual Skills: ability to see the


organization as a whole, understand the
relationships among various subunits, visualize
how the organization fits into its external
environment
What Companies Look For
• Technical skills
– specialized procedures, techniques, and knowledge required to
get the job done
• Human skills
– ability to work well with others
• Conceptual skills
– ability to see the organization as a whole, to recognize how the
company fits into its external environment
• Motivation to manage
– an assessment of how motivated employees are to interact with
superiors, participate in competitive situations, behave
assertively with others, tell others what to do, reward good
behavior, punish poor behavior, perform actions that are highly
visible to others, and handle and organize administrative tasks
Management
Skills
© 2012 Cengage Learning
 Donald F. Harvey defines strategic management
as the set of managerial decisions and actions that
determines the long-run performance of a
corporation. It includes environmental scanning,
strategy formulation, strategy implementation,
and evaluation and control. There are five steps in
the strategic management process of an
organization:
 Determination of Vision and Mission
 Analyzing the Environment
 Strategy Formulation
 Strategy Implementation
 Performance Evaluation
Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
Top Managers Conceptual
Skills

Middle Managers Human


Skills

Technical
Low-Level Managers Skills

*Dark color = necessary to have

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