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    LECTURE 1 Intro To MGT Principles

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    LECTURE 1 Intro To MGT Principles

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    ztreat nohanih
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    LECTURE 1 Intro to Mgt Principles

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    8 views21 pages

    LECTURE 1 Intro To MGT Principles

    Uploaded by

    ztreat nohanih

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    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 21

    Introduction to

    Principles of Management
    Definitions of Management

     Management is a set of functions directed at the efficient


    and effective utilization of resources in the pursuit of
    organizational goals.

     “the art of getting things done through the efforts of other


    people.”
    Principles of Management

     are the activities that “plan, organize, and control the operations of
    the basic elements of [people], materials, machines, methods,
    money and markets, providing direction and coordination, and
    giving leadership to human efforts, so as to achieve the sought
    objectives of the enterprise.”

     The fundamental notion of principles of management was


    developed by French management theorist Henri Fayol (1841–
    1925). He is credited with the original planning-organizing-leading-
    controlling framework (P-O-L-C).
    Types of Managers

     Top managers are responsible for developing the organization’s


    strategy and being a steward for its vision and mission. Top
    managers create the organization's goals, overall strategy, and
    operating policies. They also officially represent the organization to
    the external environment by meeting with government officials,
    executives of other organizations, and so forth. Top managers make
    up the relatively small group of executives who manage the overall
    organization. Titles found in this group include president, vice
    president, and chief executive officer (CEO).
    Types of Managers
     A general manager is someone who is responsible for managing a clearly
    identifiable revenue-producing unit, such as a store, business unit, or
    product line. General managers typically must make decisions across
    different functions and have rewards tied to the performance of the entire
    unit (i.e., store, business unit, product line, etc.). General managers take
    direction from their top executives. They must first understand the
    executives’ overall plan for the company. Then they set specific goals for
    their own departments to fit in with the plan. The general manager of
    production, for example, might have to increase certain product lines and
    phase out others. General managers must describe their goals clearly to
    their support staff. The supervisory managers see that the goals are met.
    Types of Managers
     Middle management is probably the largest group of managers in most
    organizations. Common middle-management titles include plant manager,
    operations manager, and division head. Middle managers are primarily
    responsible for implementing the policies and plans developed by top
    managers and for supervising and coordinating the activities of lower-level
    managers.

     Functional managers are responsible for the efficiency and effectiveness


    of an area, such as accounting or marketing. Supervisory or team
    managers are responsible for coordinating a subgroup of a particular
    function or a team composed of members from different parts of the
    organization.
    Types of Managers
     First-line managers supervise and coordinate the activities of operating
    employees. Common titles for first-line managers are supervisor,
    coordinator, and office manager. Positions such as these are often the first
    ones held by employees who enter management from the ranks of
    operating personnel. A line manager leads a function that contributes
    directly to the products or services the organization creates.

     A staff manager, in contrast, leads a function that creates indirect inputs.


    For example, finance and accounting are critical organizational functions
    but do not typically provide an input into the final product or service a
    customer buys.
    Types of Managers

     A project manager has the responsibility for the planning, execution, and closing of any
    project. Project managers are often found in construction, architecture, consulting,
    computer networking, telecommunications, or software development.
    The Changing Roles of Management and Managers
    Ten Managerial Roles
     In the figurehead role, the manager represents the organization in
    all matters of formality. In the liaison role, the manager interacts
    with peers and people outside the organization. The leader role
    defines the relationships between the manager and employees.

     In the monitor role, the manager receives and collects


    information. In the role of disseminator, the manager transmits
    special information into the organization. In the role of
    spokesperson, the manager disseminates the organization’s
    information into its environment.

     In the entrepreneur role, the manager initiates change. In the


    disturbance handler role, the manager deals with threats to the
    organization. In the resource allocator role, the manager chooses
    where the organization will expend its efforts. In the negotiator
    role, the manager negotiates on behalf of the organization.
    The P-O-L-C Framework
    Planning

     Planning is the function of management that involves setting


    objectives and determining a course of action for achieving those
    objectives. Planning requires that managers be aware of
    environmental conditions facing their organization and forecast
    future conditions. It also requires that managers be good decision
    makers.
    Planning

     Planning is a process consisting of several steps. The process begins


    with environmental scanning which simply means that planners
    must be aware of the critical contingencies facing their organization
    in terms of economic conditions, their competitors, and their
    customers. Planners must then attempt to forecast future conditions.
    These forecasts form the basis for planning.
    Planning

     Planners must establish objectives, which are statements of what


    needs to be achieved and when. Planners must then identify
    alternative courses of action for achieving objectives. After
    evaluating the various alternatives, planners must make decisions
    about the best courses of action for achieving objectives. They must
    then formulate necessary steps and ensure effective implementation
    of plans. Finally, planners must constantly evaluate the success of
    their plans and take corrective action when necessary.
    Organizing

     Organizing is the function of management that involves developing


    an organizational structure and allocating human resources to ensure
    the accomplishment of objectives. The structure of the organization
    is the framework within which effort is coordinated. The structure
    is usually represented by an organization chart, which provides a
    graphic representation of the chain of command within an
    organization. Decisions made about the structure of an organization
    are generally referred to as organizational design decisions.
    Organizing

     Organizing also involves the design of individual jobs within the


    organization. Decisions must be made about the duties and
    responsibilities of individual jobs, as well as the manner in which
    the duties should be carried out. Decisions made about the nature of
    jobs within the organization are generally called “job design”
    decisions.
    Organizing

     Organizing at the level of a particular job involves how best to design individual
    jobs to most effectively use human resources. Traditionally, job design was based
    on principles of division of labor and specialization, which assumed that the more
    narrow the job content, the more proficient the individual performing the job
    could become. However, experience has shown that it is possible for jobs to
    become too narrow and specialized. For example, how would you like to screw
    lids on jars one day after another, as you might have done many decades ago if
    you worked in company that made and sold jellies and jams? When this happens,
    negative outcomes result, including decreased job satisfaction and organizational
    commitment, increased absenteeism, and turnover.
    Leading

     Leading involves the social and informal sources of influence that


    you use to inspire action taken by others. If managers are effective
    leaders, their subordinates will be enthusiastic about exerting effort
    to attain organizational objectives.
    Controlling

     Controlling involves ensuring that performance does not deviate


    from standards. Controlling consists of three steps, which include
    (1) establishing performance standards, (2) comparing actual
    performance against standards, and (3) taking corrective action
    when necessary. Performance standards are often stated in monetary
    terms such as revenue, costs, or profits but may also be stated in
    other terms, such as units produced, number of defective products,
    or levels of quality or customer service.
    Controlling

     The managerial function of controlling should not be confused with


    control in the behavioral or manipulative sense. This function does
    not imply that managers should attempt to control or to manipulate
    the personalities, values, attitudes, or emotions of their subordinates.
    Instead, this function of management concerns the manager’s role in
    taking necessary actions to ensure that the work-related activities of
    subordinates are consistent with and contributing toward the
    accomplishment of organizational and departmental objectives.

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