Introduction to Management
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The document defines management as attaining organizational goals efficiently and effectively through planning, organizing, leading, and controlling resources. It discusses challenges modern organizations face like technology changes, new business models, and uncertain environments. The new leader must engage employees, promote collaboration, and see change as normal. Management involves inputs from the environment, planning and decision making, organizing, leading, and controlling to achieve goals efficiently and effectively. Managers need technical, human, and conceptual skills that come from education, experience, and developing basic skills over time and job levels.
Introduction to Management
- 1. Definition of Management The attainment of organizational goals in an effective and efficient manner through: Planning Organizing Leading Controlling organizational resources
- 2. Today’s Organization and Their Challenges Technology New business models Strive to remain competitive in the global arena Deal with uncertain environments Cutbacks Massive worldwide economic, political, and social shifts
- 3. Revolution in Management, the New Leader Ask to do more with less To engage whole employees To see change rather than stability as the nature of things Create vision and cultural values promoting a collaborative workplace
- 4. Two Key Ideas in Defining Management The four functions • Planning • Organizing • Leading • Controlling Attainment of organizational goals in an effective & efficient manner CISCO
- 5. Management in Organizations Inputs from the environment • Human resources • Financial resources • Physical resources • Information resources Planning and decision making Leading Organizing Controlling Goals attained • Efficiently • Effectively Figure 1.1
- 6. The Management Process Organizing Determining how best to group activities and resources Controlling Monitoring and correcting ongoing activities to facilitate goal attainment Planning and Decision Making Setting the organiza- tion’s goals and deciding how best to achieve them Leading Motivating members of the organization to work in the best interests of the organization
- 7. Terms for Understanding Organizational Performance • Organization…social entity that is goal directed and deliberately structured • Goal directed…designed to achieve some outcome • Deliberately structured…tasks are divided and responsibility for their performance is assigned • Effectiveness…degree to which goals are achieved • Efficiency…use of minimal resources to produce the desired volume of output
- 8. Management Functions Planning Leading Resources Controlling Organizing Performance •Human •Financial •Raw Materials •Technological •Information •Attain goals •Products •Services •Efficiency •Effectiveness Use influence to motivate employees Select goals and ways to attain them Assign responsibility for task accomplishment Monitor activities and make corrections
- 9. Management Skills Technical SkillsHuman SkillsConceptual Skills Management Level Top Managers Middle Managers First-Line Managers Non-managers (Personnel)
- 10. Sources of Management Skills Sound educational base; continued life-long educational experiences Successful acquisition and utilization of basic management skills Initial job experiences; continued experiences through a variety of job assignments Figure 1.4
- 11. Kinds of Managers by Level and Area M arketing Adm inistration O ther H um an resources O perations FinanceMiddle managers Areas of Management Levels of Management First-line managers Top managers Figure 1.3
- 12. A Look at Managerial Activity • Provides for variety • Is fragmented • Represented by brevity • Performs a great deal of work quickly
- 13. Ten Basic Managerial Roles Category Role Sample Activities Interpersonal Figurehead Attending ribbon-cutting ceremony for new plant Leader Encouraging employees to improve productivity Liaison Coordinating activities of two projects Informational Monitor Scanning industry reports to stay abreast of developments Disseminator Sending memos outlining new organizational initiatives Spokesperson Making a speech to discuss growth plans Decisional Entrepreneur Developing new ideas for innovation Disturbance handler Resolving conflict between two subordinates Resource allocator Reviewing and revising budget requests Negotiator Reaching agreement with a key supplier or labor union Table 1.2
- 14. Today’s Managers • Embrace ambiguity • Create organizations that are: – Fast – Flexible – Adaptable – Relationship-oriented • Focus on: – Leadership – Staying connected to employees and customers – Team building – Developing a learning organization