Introduction To Management: The Manager's Job
Introduction To Management: The Manager's Job
Management
The Manager’s Job
In this lesson, you will learn
•Who is a manager
•Types of manager
•The process of management
•The four managerial functions
•The seventeen managerial Roles
•Five key Managerial skills
•The evolution of management thought
Management..
Management is a universal phenomenon. It is a very popular and widely used term.
All organizations - business, political, cultural or social are involved in management
because it is the management which helps and directs the various efforts towards a
definite purpose.
-Harold Koontz
“Management is an art of knowing what to do, when to do and see that it is done in the
best and cheapest way”.
-F.W. Taylor
Who is a manager?
•Is a person responsible for the work performance of group
members.
•A manager holds the formal authority to commit organizational
resources, even if the approval of the others are required.
•The term Management is also used as a label for a specific
discipline , for the people who manage, and for a career choice.
For example..
The manager of Jackson-Hewitt income and tax
financial service outlet has the authority to order for the
repainting of the reception area. The income tax and
financial services specialist reporting to that manager,
however, Do not have that authority.
Level of management
•Another way of understanding the nature of the
manager’s job is to examine the three levels of
management. The pyramid illustrates progressively
fewer employees to each higher managerial level.
•The largest number of people is at the bottom
organizational level.
Top-level managers
Mid-level managers
Individual contributors
(Operatives and Specialist)
Top-level managers
•C- level manager is the recent term used to describe a top-level
manager; these managers usually have the word “chief” in their title,
such as “chief operating officer”.
•Top-level managers are empowered to make major decisions affecting
the present and future of the firm.
•Only a top-level manager for example , would have the authority to
purchase another company, initiate a new product line, or hire hundreds
of employees.
•Top- level managers are the people who give the organization its general
diretion
Middle- level managers
•Are managers that are neither nor first-level supervisors, but
who serves a link between two groups.
•Middle –level managers conducts most of the coordination
activities within the firm, they are responsible for implementing
programs and policies formulated by the top-level
management.
•Other important tasks includes helping the company undertake
profitable new venture and finding creative ways to reach goals.
First-level manager
•Managers who supervise operatives.
•Historically ,first- level managers are promoted from
production or clerical (now called staff support) positions
into supervising positions.
•Many of today’s first-level managers are career school
graduates and four-year college graduates who are
familiar with modern managements techniques.
Types of Manager
•General and Functional managers
•Administrators
•Entrepreneurs and Small-time business
Owners
•Team leaders
General and Functional managers
•General managers : are responsible for the work of several
different groups that perform a variety of functions. Reporting to
the plant general manager are various departments engaged in
both specialized and generalized work such as manufacturing ,
engineering, labor relations, quality control, safety, and
information systems.
Financial
Resources
manager Goals
Physical
Resources
Information
Resources
Managerial Functions
Planning
•Setting goals and figuring out ways of reaching them
•Considered as central function of management, pervades everything the
manager does.
•The importance of planning expands as it contributes heavily to
performing the other management functions
Example: managers must make plans to do an effective job of staffing the organization.
• Planning is also part of marketing.
Example: cereal maker company established plans to diversify further into snack-food
business to reach its goals of expanding market share.
Organizing and Staffing
•The process of making sure the necessary human and physical resources
are available to carry out a plan and achieve organizational goals.
•Also involves assigning activities , dividing work into specific jobs and
tasks, and specifying who has the authority to accomplish certain tasks
•Staffing function ensures the availability of necessary human resources
that it is such a major activity that is sometimes classified as a function
separate from organazing.
Leading
•Influencing others to achieve organizational objectives .
•It involves energizing, directing, persuading others, and creating a vision.
•Involves dozens of interpersonal processes.
Motivating, communicating, coaching, and showing them how to reach their goals.
• leadership aspects focuses on inspiring people and bringing about
change, whereas the other 3 functions focus more on maintaining a
stable system.
• The leader also executes the visions and other ideas for change he/she
formulates.
17 managerial roles
Role, in the business context , is an expected set of activities or behaviors stemming
from a job.