Basics of management
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The document discusses the basics of management including its three main fields, functions, and definitions. It provides definitions of management from various authors that center around establishing goals, developing strategies to achieve goals, and coordinating activities. Management is described as the art of getting work done through others. The document also outlines six guidelines for effective management put forth by management professor George Miller. These guidelines focus on manager accountability, prioritizing management work, achieving coordination, unleashing employee creativity, and adjusting performance evaluations based on a company's growth stage.
Basics of management
- 3. BASICS OF MANAGEMENT THREE FIELDS OF ADMINISTRATION 1. Business Administration 2. Public Administration 3. School Administration
- 4. Has three basic function – 1) policy development , 2) management, 3) production Policies – are statements or understandings which guides to the various functions of management such as; Planning, Organizing, Directing, controlling and so on. Production – pertains to the production of goods and services. In a school setting, this refers to the rendering of instructional services which, ultimately lead to the production of the various learning outcomes on the part of the learners.
- 5. WHAT IS MANAGEMENT? There are many definitions of management given by various authors, but all of them share a number of common element., this includes; goals or purposes to be established; the development of strategies and techniques to achieve the goals; the design, organization, direction, coordination, and control of the activities, and motivating and rewarding people to do work.
- 6. According to Mary Parker Follet, management is the art of getting things done efficiently and effectively through others. Process designed to achieve an organization’s objectives by using its resources effectively & efficiently in a changing environment. WHAT IS MANAGEMENT?
- 7. SIX BASICS OF MANGEMENT George Miller is a professor who has written books about management. Miller’s book discusses a number of practical guidelines covering the full spectrum of management.
- 8. Guidelines #1. Managers are responsible for the management system adopted by their company as well as for the operating results obtained through that system. Manager is accountable for both means and ends. Four areas of accountability; 1.The management system – that the manager is responsible for understanding and interpreting for employee’s corporate policies and procedures as they apply to his or her department, suggesting appropriate revision to policy and organizing the department for optimum efficiency and effectiveness within overall corporate system. SIX BASICS OF MANGEMENT
- 9. Efficiency vs. Effectiveness Efficiency is the ability to make the best use of available resources to achieve goals Getting the most output from the least amount of inputs Concerned with means Effectiveness is completing activities so that the organizational goals attained. The ability to set appropriate goals and achieve them Concerned with the ends
- 10. Guidelines #1. 2. Result through the System – Specify the standards apply and the operational result expected. 3. Leadership and Development of subordinates – Indicate that the manager is responsible for creating a work climate that helps people to strive for optimum results. 4. Operating duties – list the work the manager and his immediate superior have decided will not be delegated.
- 11. Guidelines #2 Understanding the difference between operating and managing enables a manger to strive for an optimum balance these two separate kinds of work. Operating work could be define as performing any of the operations for which one is accountable, including the management work of a subordinate. For example, if the vice president is in-charge of sales, handles the sale to a large account. She is doing operating work if she establishes the sales quotas for one of her regional sales offices. Managing is doing of the management work for the areas of operations for which one is accountable.
- 12. Guidelines # 3 Managers achieve most effective results when they give top priority to management work. Because operational requirements are so obvious, they usually receive top priority. Management is frequently relegated to second place. Giving top priority to management work does mean letting the operational house burn down
- 13. Guidelines #4 A manager tends to achieve optimum coordination when he or she thinks through management responsibilities on both horizontal and vertical bases. Vertically, the manager is both a follower and a leader. As a vertical coordinator, he or she is responsible for keeping both superior and subordinates aware of each other’s needs. Horizontally, management responsibility requires that each manager think through the implication of his or her action as they affect other departments and outside sources with which the company works.
- 14. Guidelines #5 To preserve a competitive edge, managerial effort must aim at releasing the untapped creativity and initiative in people. Professionally trained managers are sensitive to the fact that people at operating levels are valuable fountainhead of information because of their daily proximity to operational problems.
- 15. Guidelines #6 The criteria for evaluating managerial performance must be adjusted to reflect the specific stage of growth of an enterprise. The essence, this guidelines explains why manager maybe successful in one company and a failure in another. It also alerts us to the fact that both short-term and long-term personnel needs must be provided for.
- 16. What is managing? Sets of activities like Planning, Organizing, staffing, directing and controlling in order to achieve objectives that have been agreed on.
- 17. What Managers Do? PLANNING – forecasting, setting objectives, developing strategies, programing, budgeting, setting procedures, determining policies. ORGANIZING – establishing the organization structure, delineating relationship, creating position descriptions, establishing position qualifications. STAFFING – selecting, orienting, training, developing. DIRECTING – delegating, motivating, coordinating, managing differences, managing change.
- 18. CONTROLLING – establishing a reporting system, developing performance standards, measuring result, taking corrective action, rewarding performance. MAKING DECISIONS – collecting facts, specifying problems, setting goals, generating alternatives, evaluating consequences, selecting a course and implementing. COMMUNICATING – transmitting messages, testing reception, clarifying messages, checking feedback. What Managers Do?
- 19. What is operating? The direct business functions are the operational functions of management. Research and Development - design, test, follow-up Production – plant, engineering, industrial, engineering, purchasing, production planning, and control manufacturing, quality control, Marketing – market research, advertising, sales, planning, sales promotion, sales operation, physical distribution,
- 20. Finance – financial planning, and relation, tax management, custody of funds, credit and collection, insurance Control – general accounting, cost accounting, budget planning and control, internal auditing, systems and procedures. Personnel Administration – employment, wage, and salary administration, industrial relations, organizational planning and development External Relations – public relations, civic affairs, association and community relation What is operating?
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