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Chapter 1 The Challenge of Management

This document provides an overview of management concepts including the key functions of planning, organizing, leading and controlling. It discusses Mintzberg's roles of managers as interpersonal, informational, and decisional. Managers focus their efforts through work agendas and need knowledge in their industry as well as technical, human and conceptual skills. Managing in the 21st century requires addressing change, innovation, diversity, and developing knowledge management.

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jeff leonen
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0% found this document useful (0 votes)
354 views24 pages

Chapter 1 The Challenge of Management

This document provides an overview of management concepts including the key functions of planning, organizing, leading and controlling. It discusses Mintzberg's roles of managers as interpersonal, informational, and decisional. Managers focus their efforts through work agendas and need knowledge in their industry as well as technical, human and conceptual skills. Managing in the 21st century requires addressing change, innovation, diversity, and developing knowledge management.

Uploaded by

jeff leonen
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 24

CHAPTER 1

THE CHALLENGE OF
MANAGEMENT

Engr. Jeffrey T. Leonen 1–1


Lecture outline
• Overview of management
• What managers actually do
• Managerial knowledge, skills,
performance
• Managerial job types
• Managing in the 21st century

1–2
Management: An overview

Management defined:
“Management is the process of
achieving organizational goals
through the major functions of
planning, organizing, leading and
controlling.”

1–3
Organizations
• Management takes place in
organizations:
“Two or more persons engaged in
a systematic effort to produce
goods or services”
Can be private sector, public sector,
charitable and religious sector, or the
community sector – all need
management.

C:\Users\HP\Desktop\SUBJECTS\Engineering Management\Eng mgnt videos


1–4
Management Functions
• Planning
The process of setting goals and deciding how best to
achieve them.
• Organizing
The process of allocating human and non-human resources
so that plans can be carried out successfully.
• Leading
The process of influencing others to engage in the work
behaviours necessary to reach organizational goals.
• Controlling
The process of regulating organisational activities so that
actual performance conforms to expected organizational
standards and goals.

1–5
Management Overview
Achievement of organizational goals via:

1. Planning

2. Organizing

3. Leading

4. Controlling

C:\Users\HP\Desktop\SUBJECTS\Engineering Management\Eng
mgnt videos 1–6
The Management Process
To be successful, the functions of planning,
leading, organizing and controlling need to be
linked to:
• work agenda…
• work methods and roles…
relying upon an organizational pool of
knowledge and management skills, which leads to:
• organizational performance.

C:\Users\HP\Desktop\SUBJECTS\Engineering Management\Eng mgnt


videos
1–7
What managers actually do…
work methods
Henry Mintzberg’s study of managers
concluded:
• They perform great quantity of
work at unrelenting pace.
• Work is typically varied,
fragmented, brief.
• Prefer to deal with current,
specific, ad hoc issues.

1–8
What managers actually do:

• Effective managers are at the centre of a


network of contacts.
• Prefer verbal communication—especially
via phone.
• Control of own activities—good information
essential for this control.

1–9
Mintzberg’s Managerial
Roles
• Interpersonal
• Informational
• Decisional

1–10
Interpersonal roles
• Figurehead: Symbolic duties - projecting a set of
values, communicating an image.

• Leader: Builds relationships, communicates,


coaches, motivates. Leadership skills commonly
lacking in managers.

• Liaison role: Maintains a network of contacts


outside the work unit

1–11
Informational roles
• Monitor: Sifting, sorting, selecting information (to
help set the agenda)—phone, meetings, memos,
social functions, mail, public gatherings.

• Disseminator: Transmitting relevant information


to subordinates or others inside the organization.

• Spokesperson: Transmitting information outside


the organisation - has to be able to express it,
have solid verbal skills—right message at right
time.

1–12
Decisional roles
• Entrepreneur: Ability to identify opportunities and
threats—able to do this in diverse situations—
work or leisure. Initiator and encourager.

• Disturbance handler: Takes corrective action


when necessary.

• Resource allocator: Distributes staff, time,


money, equipment within the organization
according to relative priorities.

1–13
Decisional roles (cont’d)
Negotiator: Represents the organization in
major contract and agreement
negotiations.
Uses networking skills in this.
Usually has assistants, secretaries,
subordinates to help.

1–14
Managerial work agendas
• Kotter’s study of managers suggested that
managers focus their efforts through work
agendas:
“A loosely connected set of tentative goals and
tasks that a manager is attempting to accomplish”.
• Agendas address immediate and long-term job
responsibilities supported by formal organizational
plans.
• Influenced by
Job demands (MUST do)
Job constraints (CAN do)
Job choices (MIGHT or might not do)

1–15
Managerial Knowledge, Skills
and Performance
Knowledge base
Managers need a relevant, fairly extensive
knowledge base for their particular managerial job.
This may be in several areas e.g.:
• Knowledge of industry
• Knowledge of product or service
• Knowledge of market
• Knowledge of technology
• Knowledge of organisation (policies, personalities)

1–16
Managerial Knowledge, Skills
and Performance
Skills base
Managers also need particular skills in order to
function effectively in achieving their objectives.
Key skills include:
• Technical skills
• Human skills
• Conceptual skills

1–17
Managerial Knowledge, Skills
and Performance
Performance goals
Managers must also be able to function in two key
ways:
• Effectively
– an ability to choose and achieve appropriate goals
• Efficiently
– an ability to make the best use of resources

1–18
Managerial job types: the
vertical dimension

Top managers—planning, conceptual skills

Middle managers—mixed skill needs

First line managers/supervisors—leading, technical skills

Operational level staff

1–19
Promoting innovation:
The entrepreneur role
• Innovation involves a new idea to
initiate or improve a process, product
or service
• Intrapreneurs
• Idea champions
• Sponsors
• Orchestrators

1–20
Horizontal dimension:
Responsibility areas
• Functional managers
Specific, technical focus
• General managers
Broad, whole of organization/unit responsibilities
• Project managers
Integrative, team focus

1–21
Managing in the twenty-first
century
• Change and innovation/technology
• Diversity: markets, products and staff
• Developing a global perspective
• Quality (TQM) and reengineering
(BPR)

1–22
Managing in the twenty-first
century (continued)

• Internet applications
• Knowledge management
• Learning organizations

1–23
LECTURE SUMMARY
• Overview of management
– Management functions (PLOC)
• What managers actually do (Mintzberg)
– Roles: interpersonal, decisional, informational
– Work agendas and methods (Kotter)
– Efficiency v Effectiveness

• Managerial knowledge, skills and performance


– Skills: Technical, Human, Conceptual
– Management job types
– Vertical and horizontal differences in management roles

• Managing in the 21st century


– Change, innovation, diversity, globalization, technology, quality
and knowledge management.

1–24

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