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Intro To Management-Spring 24-25

Chapter 1 introduces key concepts of management, including the roles and functions of managers at different organizational levels. It emphasizes the importance of efficiency and effectiveness in achieving organizational goals, as well as the managerial functions of planning, organizing, leading, and controlling. Additionally, it outlines the necessary managerial skills and the various roles managers play within an organization.

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21 views22 pages

Intro To Management-Spring 24-25

Chapter 1 introduces key concepts of management, including the roles and functions of managers at different organizational levels. It emphasizes the importance of efficiency and effectiveness in achieving organizational goals, as well as the managerial functions of planning, organizing, leading, and controlling. Additionally, it outlines the necessary managerial skills and the various roles managers play within an organization.

Uploaded by

ashfakadib
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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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Chapter-1

Introduction to Management
Topics
 Management - Key concepts
 Levels of Management
 Organizational Performance
 Managerial Functions
 Managerial Roles
 Managerial Skills
 Skills in different Level
 Management Challenges
Manager & Management
Organizations comprises Manager is someone who
of People working coordinates and oversees
together and the work of other people
coordinating their so that organizational
actions to achieve goals and objectives can
specific goals. be accomplished.
Management in all
business areas and
Goal: A desired future organizational activities
condition that the
are the acts of getting
organization seeks to
achieve. people together to
accomplish desired goals
and objectives.
BUSINESS OPERATIONS OVERLAP

Operations

Marketing Finance
OPERATIONS INTERFACES
Engineering

Maintenance
Distribution

Purchasing Public
Operations Relations

Legal
Personnel

Accounting MIS
Three Levels of Management

Top
Managers
Middle
Managers

First-line Managers

Non-management
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.
Organizational Performance
Measures how efficiently and effectively managers use resources to
satisfy customers and achieve goals.

Efficiency: A measure of how well resources are used to


achieve a goal. Usually, managers must try to minimize the
input of resources to attain the same goal.

Effectiveness: A measure of the appropriateness of the goals


chosen (are these the right goals?), and the degree to which they
are achieved.
Organizations are more effective when managers choose the
correct goals and then achieve them.
Efficiency and Effectiveness

 Efficiency

-“Doing things right”


Getting the most output for the least
inputs

 Effectiveness

-“Doing the right things”


Attaining organizational goals
Efficiency and Effectiveness
Managerial Functions
 Henri Fayol was the first to describe the four
managerial functions who was a French businessman.
 Managers at all levels, operating in a for profit or not
for profit organization, must perform each of the
functions of:
Planning,
organizing,
leading,
controlling.
THE FUNCTIONS OF MANAGEMENT
(CONTD.)

Leading

Organizing Controlling

Planning
Planning
Planning is the process used by managers to identify
and select appropriate goals and courses of action
for an organization.

Questions answered by planning :


1. Which goals should be pursued?
2. How should the goal be attained?
3. How should resources be allocated?
Organizing
 In organizing, managers make arrangement and
structuring of works to help members to work
together.

 Through organizing Managers determine:


What tasks are to do, who to do, how the tasks are to be
grouped, line of authority, decision point and
responsibility for members.

 An organizational structure is the outcome of organizing.


This structure guides, coordinates and motivates
employees
Leading

 In leading, managers provides direction, and help


employees understand the role
 Leadership involves selecting, hiring, motivating,
resolving conflict, influencing action, persuasion, and
effective communication.
 The outcome of the leading function is a high level of
motivation and commitment from employees to the
organization.
Controlling
 In controlling, managers evaluate how well the
organization is achieving its goals and takes corrective
action to improve performance.

 Managers will monitor, compare and correct to


determine if desired performance has to be reached

 The outcome of the controlling function is the accurate


measurement and improvement of performance
Managerial Roles
 Described by Mintzberg.
A role is a set of specific tasks a person performs because of the
position they hold.

Roles are directed inside as well as outside the organization.


 There are 3 broad role categories:
1. Interpersonal
2. Informational
3. Decisional
Interpersonal Roles
 Roles managers assume to coordinate and interact with employees
and provide direction to the organization.

 Figurehead role: symbolizes the organization and


what it is trying to achieve.
 Leader role: train, counsel, mentor and encourage
high employee performance.
 Liaison role: maintains outside network and receives
favor and information from them
Informational Roles
 Associated with the tasks needed to obtain and
transmit information for management of the
organization.
 Monitor role: analyzes information from both the
internal and external environment.
 Disseminator role: transmits information from
outsiders or subordinates to member of
organizations
 Spokesperson role: transmits information to outsides
about the organization
Decisional Roles
 Role of decision making
 Entrepreneur role: deciding upon new projects or
programs to initiate and invest.
 Disturbance handler role: assume responsibility for
handling an unexpected event or crisis.
 Resource allocator role: assign resources between
functions and divisions, set budgets of lower
managers.
 Negotiator role: seeks to negotiate solutions between
other managers, unions, customers, or shareholders.
Managerial Skills
There are three skill sets that managers need to perform
effectively.

1. Conceptual skills: the ability to analyze and diagnose a


situation and find the cause and effect.
2. Human skills: the ability to understand, alter, lead, and control
people’s behavior.
3. Technical skills: the job-specific knowledge required to
perform a task. Common examples include marketing,
accounting, and manufacturing.
Skill Type Needed by
Manager Level
Top
Managers

Middle
Managers

Line
Managers

Conceptual Human Technical

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