An overview of Management and Organization
- 1. Chapter 1 An Overview of Management and Organization
- 2. What is Management? Management may be defined as the achievement of organizational objectives through people and other resources.
- 4. 1. Decision Making Decision Making is the process by which a decision maker determines the available alternatives and chooses the best solution that suits a given problem.
- 5. 2. Planning Planning is the process of establishing objectives and suitable courses of action before taking action. Planning emphasizes prevention rather than correction of delays
- 6. 3. Organization Organization is the process of arranging an organization’s structure and coordinating its managerial practices and use of resources to achieve its goals.
- 7. 4. Staffing Staffing refers to the process of recruiting, placing, training and developing personnel.
- 8. 5. Communicating Communicating refers to transferring information from one communicator to another.
- 9. 6. Motivation Motivation refers to the act of giving employees reasons or incentives to work in order to achieve organizational objectives.
- 10. 7. Leading Leading is the process of directing and influencing task-related activities of organizational members.
- 11. 8. Controlling Controlling is the process of monitoring actual organizational activities to see that they conform to planned activities and correcting deviation or flaws.
- 12. Functions of Management (Classical) 1. Planning 2. Coordinating 3. Directing 4. Controlling
- 13. Effectiveness and Efficiency: A Basic Requirement
- 14. An organization can only survive if its activities are effective and efficient. It is the responsibility of the manager to see that his organization will achieve its objectives effectively and efficiently. This is so even if such objectives are parts of a bigger objective.
- 15. Effectiveness is a central element in the management process, which requires the achievement of an objective. For instance, a manufacturer chooses a supplier who provides needed materials at the required time and quantity. The action qualifies as effective.
- 16. “ “Doing the right thing”
- 17. Efficiency is also a central element in the management process which requires that the minimum amount of resources is used to achieve an objective. In the example cited above, the manufacturer may be able to get supplies from his chosen source, but if the costs associated with the purchase are to excessive, the operation will be inefficient and may place the organization in a disadvantageous position. This is especially true if profitability is compromised.
- 19. What is a Manager?
- 20. What is a Manager? A manager is one who plans, organizes, leads and controls other individuals in the process of pursuing organizational goals. Managers are vested titles like president, department head, dean, administrator, supervisor, team leader, and the like.
- 21. �The manager is the one responsible for accomplishing the objectives of his particular unit, which could be a whole organization, a particular department, or a work group. �Managers are responsible for using materials and talents in the most economical and productive manner. As such, they are regarded as very important, if not the most important factor in the economic development of the nation.
- 22. The Levels of Managers
- 23. There are times when the size of the organization justifies setting up three levels of managers: The top management, the middle management, and the lower management.
- 24. �Top managers are responsible for the overall performance of the organization. They : formulate strategies provide leadership evaluate and shape the method of organizing and control the direction of the organization in the effort to accomplish goals �Top managers usually hold the titles such as chief executive officer, president, chairman or senior vice president.
- 25. �Middle managers direct the activities of other managers and sometimes also of those operating employees. They work with top managers and coordinate with peers to develop and implement action plans to accomplish organizational objectives. Examples of middle managers are the dean of the business school in a university, the plant manager in a manufacturing concern, and the branch manager of a trading firm.
- 26. �Lower level managers are responsible for leading employees in the day-to-day tasks, which contribute to the organization’s goals. Of the various levels of managers, they are the ones in the direct contact with the employees. Because of this, they are also referred to as “first line” or “front line” managers. Apart from performing other managerial functions of planning, directing, and organizing, their task include correcting errors or soling problems directly related to the production of goods and services.
- 28. Line Managers are directly concerned with accomplishing the goals of the organization. The decisions they make with regards to operations are expected to be final and must be implemented. For example, the university president, the dean, and the department heads all have line responsibilities. Staff managers are in charge of units that provide support to the line units. In doing their work, they use special expertise to advise the line workers. The director of personnel and the controller are examples of staff managers.
- 29. 1. Line Managers Line Managers are directly concerned with accomplishing the goals of the organization. The decisions they make with regards to operations are expected to be final and must be implemented. For example, the university president, the dean, and the department heads all have line responsibilities.
- 30. 2. Staff Managers Staff managers are in charge of units that provide support to the line units. In doing their work, they use special expertise to advise the line workers. The director of personnel and the controller are examples of staff managers.
- 33. 3. Administrators Administrators are managers working in government or in non profit organizations. Examples include school administrators, provincial administrators, and hospital administrators.
- 35. Management Skills 1. Technical Skills refer to the abilities to use special proficiencies or expertise in performing specific tasks. They refer to the use of tools, techniques, and specialized knowledge. Examples of technical skills are an accountant preparing financial report, an architect working on a building plan, and a professor writing a book.
- 36. Management Skills 2. Human Skills refer to the abilities to work well in cooperation with the persons; whether they are subordinates, peers or superiors. A person with good human skills will have a high degree of self- awareness and a capacity for understanding or empathizing with the feelings of others.
- 37. Management Skills 3. Conceptual skills refer to the ability of the manager to see the organization as a whole and to solve problems in a way that benefit the total system. Specifically, the manager who possesses these skills is expected to analyse and solve complex problems. Thus, the manager with good conceptual skills will have the mental capacity to perform the following: a. identify the problems and opportunities b. gather and interpret relevant information; and c execute problem-solving decisions that serve the organization’s purpose
- 39. Managerial Roles
- 40. The manager is expected to lead his unit or department in achieving its objective. As such, he is bound to interact with people and deal with processes. In attempt o produce results, the manager assumes roles as varies as the following:
- 41. 1. Interpersonal Roles. These are the roles the manager plays when he interacts with others. The specific role under this category are: a. Figurehead. He acts as the symbolic head of the organization and as a result, he is expected to perform a number of duties of a legal or social nature. b. Leader. This role makes the manager responsible for the motivation and activation of subordinates. As such, he is responsible for actions of staffing, training and other associated duties. c. Liaison. The manager makes contacts with individuals in and out of the organization to facilitate the accomplishment of work in his department.
- 42. 2. Informational Roles. A very important aspect of the manager’s job is to receive and communicate information. a. Monitor. The manager is expected to collect information that will be useful in performing his job. In acting as monitor, he handles all mails and contacts categorized as concerned primarily with receiving information using such sources as news bulletin, special magazines and observational tours. b. Disseminator. There are certain types of information that the manager may consider useful to his subordinates. The manager sees to it that relevant incoming information is properly shared with subordinates. c. Spokesperson. There are occasions when outsiders seek information about the organization and the manager, as spokesperson accordingly. The manager sees to it that his views are heard on occasions requiring his presence such as board meetings.
- 43. 3. Decisional Roles. As decision maker, the manager assumes the following roles: a. Entrepreneur. The manager searches the organization and its environment for opportunities and initiates projects to bring positive change. He also supervises the design of certain projects. His role as entrepreneur requires participation in strategy and review sessions involving initiative or design of projects to improve performance b. Disturbance Handler. The manager is expected to respond to unwelcome pressures by formulating strategies and reviewing such disturbances. c. Resource Allocator. The manager is responsible for the allocation of organizational resources of all such as personnel, funds, machines or buildings and facilities to individual employees or units.
- 45. An Organization is a collection of people working together to achieve a common purpose. It is the means used by people to achieve certain objectives.
- 47. Common Characteristics of Organization 1. Coordination of Effort 2. Common Goal or Purpose 3. Division of Labor 4. Hierarchy of Authority
- 48. Basic Principles of Management a. Division of Labor b. Authority c. Discipline d. Unity of Command e. Unity of Direction f. Subordination od the Individual Interest to the general interest g. Remuneration h. Centralization i. Scalar Chain j. Order
- 49. Basic Principles of Management k. Equity l. Stability of Tenure m. Initiative n. Esprit de Corps
- 50. Basic Principles of Organization a. Principle of Objective b. Principle of Analysis c. Principle of Simplicity d. Principle of Functionalization