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Intro TO MGT - CH 1
Intro TO MGT - CH 1
Intro TO MGT - CH 1
Management: An Overview
In this chapter we will discuss:
Definitions of Management The Role of Management Functions of Managers Levels of Management Management Skills and Organizational Hierarchy Approaches to Management
DEFINITIONS OF MANAGEMENT
Harold Koontz and Heinz Weihrich define management as the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims. Louis E. Boone and David L. Kurtz define management as the use of people and other resources to accomplish objectives.
DEFINITIONS OF MANAGEMENT
Dalton E. McFarland defines management as a process, by which managers create, direct, maintain, and operate purposive organizations through systematic, coordinated, cooperative human effort. Mary Parker Follet termed management as the act of getting things done through people.
Interpersonal
Informational Decisional
LEVELS OF MANAGEMENT
Top
Level Level
Middle First
Level
Top Management
Develops and reviews long-range plans and
strategies.
Evaluates overall performance of various departments and ensures cooperation. Involved in selection of key personnel. Consults subordinate managers on subjects or problems of general scope.
Middle Management
Makes plans of intermediate-range and prepares long-range plans for review by top management. Analyzes managerial performance to determine capability and readiness for promotion.
Supervisory Management
CHARACTERISTICS/ CONTRIBUTIONS
LIMITATIONS
Technical system has great effect on social system (personal attitudes, group behavior). Focus on production, office operations, and other areas with close relationships between technical system and people.
SYSTEMS APPROACH Analyses of the interrelatedness of systems and subsystems as well as the interactions of organizations with their external environment. Can hardly be considered a new approach to management.