The Principle of Management

 
Chapter 1 Manager and Management

What’s the organization

Who are managers?
What is management?
What do managers do?
What skills should successful managers
possess?
 What’s the organization?

Definition:
An organization is a systematic
arrangement of people brought
together to accomplish some specific
purpose.
Three common characteristics of the organization
Every organization has its
purpose distinct purpose, which is
Organizations are typically expressed in terms
made up of people. of a goal or set of goals.
Making a goal into
reality entirely
depends on people’s Organization
decisions and
activities in the
organization.
People Structure
All organizations develop a systematic
structure that defines and limits the
behavior of its members.
Chapter 1 Manager and Management

What’s the organization

Who are managers?
What is management?
What do managers do?
What skills should successful managers
possess?
Managers & operative employees

Managers---------- individuals in an organization

who direct the activities of other people.

Operatives ----------people who work directly on

a job or task and have no responsibility
for overseeing the work of others.
 Organizational Level
Responsibility
Making decisions about the direction
of the organization and establishing
policies that affect all organizational
members.
Translating the goals set by top
management into specific details
that lower-level managers can perform
Directing the day-to-day
activities of operatives
Title
vice president/president/chancellor/
chief operating officer/
Top chief executive officer/
managers chairperson of the board
department or agency head/
Middle-line project leader/ unit chief/
managers district manager/dean/
bishop/division manager
First-line managers
supervisors
Operatives
Chapter 1 Manager and Management

What’s the organization

Who are managers?
What is management?
What do managers do?
What skills should successful managers
possess?
What is management?
Definition

The term management refers to the process of getting things

done, effectively and efficiently, through and with other
people. Several components in this definition need discussion.
These are terms process, effectively, and efficiently.
 Efficiency & Effectiveness
Efficiency means doing the task correctly and refers to the
relationship between inputs and outputs. Management is
concerned with minimizing resource costs.

Effectiveness means doing the right things. In an

organization, that translates into goal attainment.
Efficiency & Effectiveness
Means Ends
Efficiency Effectiveness

Resource Low Goals High

usage Goal
waste attainment attainment
Chapter 1 Manager and Management

What’s the organization

Who are managers?
What is management?
What do managers do?
What skills should successful managers
possess?
Management processes / management functions
Management roles
Are there any differences in different
managers’ jobs?
Management Functions

Planning Organizing Leading Controlling

1.Defining goals 1.Determining 1.Directing Monitoring
2.Establishing what needs to 2.Motivating activities to
strategy done all involved ensure that Achieving the
Resulting in
3.Developing 2.How it will parties they are organization’s
subplans be to done 3.Resolving accomplished stated purpose
coordinate 3.who is to do conflicts as planned
activities it
Management processes / management functions
Management roles
Are there any differences in different
managers’ jobs?
Management Roles
Mintzberg concluded that managers perform 10 diff
erent but highly interrelated roles. These 10 role
s can be grouped under three primary headings:
Interpersonal relationship
The transfer of information
Decision making
Interpersonal Relationship
This part encompasses three roles:
Role Description Identifiable
Activities
Figurehead Symbolic head; obliged to perform a Greeting visitors;
number of routine duties of a legal or social signing documents
nature
Responsible for the motivation and Performing virtually all
activation of employees; responsible for activities that involve
Leader
staffing, training, and associated duties subordinates
Maintains self-developed network of Acknowledging mail;
outside contacts and informers who provide performing other
Liaison activities that involve
favors and information
outsiders
The transfer of information
The informational roles also include three roles:

Role Description Identifiable

Activities
Emerges as nerve center of internal Reading periodicals and
Monitor
and external information about reports; maintaining
Information. personal contact.
Disseminator Transmits information received from Holding informational
other employees to members of meeting; making phone
the organization. calls to relay information.
Spokesperson Transmit information to outsiders on Holding board
organization’s plan, policies, meeting; giving
actions, results, etc. information to the media.
Decision Making
The decisional roles include four roles:
Role Description Identifiable
Activities
Searches for development opportunities in the Designing and initiating
Entrepreneur dynamic environment and initiates changes within the
“improvement projects” to bring about organization.
change.
Disturbance Responsible for corrective action when Taking corrective action in
handler organization faces important disturbances. nonroutine situations.
Performing any activity that
Resource Responsible for the allocation of involves budgeting and the
organizational resources of all kinds. programming of
allocator employees’ work.
Responsible for representing the organization Participating in negotiations
with other parties.
Management processes / management functions
Management roles
Are there any differences in different
managers’ jobs?
Differences in Different Managers’ Jobs

Level in the organization

Type of the organization
Size of the organization
Level in the Organization
The differences in their jobs are of degree and emphasis but not of
activities’ property. We can see the following figure.

Organizing Organizing
24% Planning 33% Planning
15% 28% Organizing
Planning 18%
36%
Controlling Controlling Controlling
Leading 13% 14%
10% Leading
51% Leading
36%
22%

First-Level Managers Middle-Level Managers Top Managers

Distribution of Time per Activity by Organization Level

Type of organization
--------------profit versus not-for-profit

The most important is measuring performance.

Profit, or the “bottom line”, acts as an unambiguous
measure of the effectiveness of a business organization,
but the is no such universal measure in not-for-profit
organizations. Making a profit is not the primary focus
for the “owners” of not-for-profit organizations
Size of the Organization
Importance of Roles
Roles Played by Managers Roles Played by Managers
in Small Firms in Large Firms
Spokesperson High Resource allocator

Entrepreneur Liaison
Figurehead Moderate Monitor
Leader Disturbance handler
Negotiator

Disseminator Low Entrepreneur

Importance of Managerial Roles in Small and Large Business

Chapter 1 Manager and Management

What’s the organization

Who are managers?
What is management?
What do managers do?
What skills should successful managers
possess?
What skills should successful
managers possess?
General skills Specific skills
Controlling the organization’s
Conceptual skills
environment and its resources
Interpersonal skills
Organizing and coordinating
Technical skills
Handling information
Political skills Providing for growth and
development
Motivating employees and
handling conflicts
Strategic problem solving
Practices
Understand the term management , efficiency
and effectiveness?
Identify the primary responsibilities of the three
levels of managers.
What four functions and ten roles are
performed by managers?
What differences exist in different managers, if
considering level, type, size in the organization?
What are four general skills that a successful
manager should possess?