MANAGEMENT

Process of planning, organizing, leading and controlling the organizational resources in effective and efficient manner for accomplishment of organizational goals. OR Management is the art of getting things done through and with people in formally organized groups. OR Management is a disconnect process consisting of planning organizing activating and controlling performed to determine and accomplish the objectives by the use of people and resources

 Planning: A management function focusing on setting organizational

goals and developing strategies. The outcome of the planning process is the organizations goals and strategy.

Organizing: A management function that deals with determining what jobs are to be done, by whom, where decisions are to be made, and how to group employees to accomplish those goals. The outcome of organizing is an organizational structure.

 Leading:

Management function concerned with directing the work of others. It ensure that the right people are on the job with appropriate skills, and motivating them to levels of high productivity. The outcome of leading is a high level of motivation and commitment.

Controlling: Management function concerned with monitoring activities to ensure goals are met. The outcome of controlling is an accurate measurement of performance and regulation of efficiency and effectiveness

Effectiveness vs. Efficiency

Efficiency: Efficiency is a productivity measuring how fast someone can do something. Or of how well resources are used to achieve a goal. Means ratio of outputs to inputs. Effectiveness: A measure of the appropriateness of the goals chosen (are these the right goals?), and the degree to which they are achieved. doing the right task, completing activities and achieving goals. For example, if a company is not doing well and they decide to train their workforce on a new technology. The training goes really well - they train all their employees in record time and tests show they have absorbed the training well. But overall productivity doesn't improve. In this case the company's strategy was efficient but not effective.

Levels of Management

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Levels of Management
First line managers - Responsible for daily
supervision of the non-managerial employees who perform many of the specific activities necessary to produce goods and services

Middle managers - Supervise first-line managers.

Responsible for finding the best way to organize human and other resources to achieve organizational goals

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Levels of Management
Top managers
Responsible for the performance of all departments and have cross-departmental responsibility. Establish organizational goals and monitor middle managers Decide how different departments should interact Ultimately responsible for the success or failure of an organization

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Variations in managerial time allocation according to the managerial level

First Line Managers

change 5% planning 10% organizing 10%

controling 20%

leadind 55%

Technical Skill
Technical skill Job-specific skills required to
perform a particular type of work or occupation at a high level.
Specialized competencies Analytical ability Use of appropriate tools and techniques

Technical skills involve hands-on ability with a product or process Most important at lower levels of management

Human Skill
Human skill The ability to understand, alter, lead, and
control the behavior of other individuals and groups. Being aware of ones own perspective and others perspectives at the same time Assisting group members in working cooperatively to achieve common goals Creating an atmosphere of trust and empowerment of members Important at all levels of the organization

Conceptual Skill
Conceptual skill - the ability to do the mental work of
shaping meaning of organizational policy or issues (what company stands for and where its going)

Works easily with abstraction and hypothetical notions

Central to creating and articulating a vision and strategic plan for an organization Most important at top management levels

Basic Administrative Skills Katz (1955)

Management Skills Necessary at Various Levels of an Organization

Leaders need all three skills but, skill importance changes based on level of management

Managerial role
The managerial role constellation consists of three distinct but related categories of roles. 1. Decisional Roles 2. Interpersonal Roles

3. Informational Roles

1. Decisional Roles
Roles associated with methods managers use in planning strategy
and utilizing resources.
I. Entrepreneurdeciding which new projects or programs to

initiate and to invest resources in.

II. Disturbance handlermanaging an unexpected event or crisis.

III. Resource allocatorassigning resources between functions and divisions, setting the budgets of lower managers. IV. Negotiatorreaching agreements between other managers, unions, customers, or shareholders.
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2. Interpersonal Roles
Roles that managers assume to provide direction and supervision to both employees and the organization as a whole.
I. Figureheadsymbolizing the organizations mission and what it is seeking to achieve. II. Leadertraining, counseling, and mentoring high employee performance. III. Liaisonlinking and coordinating the activities of people and groups both inside and outside the organization.

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3. Informational Roles
Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization.
I. Monitoranalyzing information from both the internal and

external environment.
II. Disseminatortransmitting information to influence the attitudes and behavior of employees.

III. Spokespersonusing information to positively influence

the way people in and out of the organization respond to it.

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