Powerpoint Slides by DR - Sandeep Ramakant Sawant

Chapter 1
Introduction
PowerPoint slides by
Dr.Sandeep Ramakant Sawant
Learning Objectives
After studying this chapter, you should be
able to:
 Answer the question: What is
management?
 Explain why management must be
understood within the context of
organizations and how organizations affect
the practice of management.
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Dr.Sandeep R.Sawant.
Learning Objectives
able to:
 Describe the role of working with and through
people in effective management.
 Explain managerial paradoxes and how dealing
with them lies at the core of management.
 Specify the nature and extent of commitment
required for managerial excellence.
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Learning Objectives
able to:
 Define the term “entrepreneurial mindset”
and explain its importance for managers.
 Describe and compare the different
elements of managerial work and the
different managerial roles.
 Discuss the skills necessary to be an
effective manager.
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Managing Effectively: Three
Critical Challenges
TE
M
IS
CH
AL
NO
B
LO
LO
G
G
Management Challenges
Y
for the 21st Century
CHANGE
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Managing Strategically to
Meet the Challenges
 Importance of knowledge and intellectual
capital
 Change requires managers to
 Manage within an organizational context
 Accomplish tasks with and through people
 Manage paradoxes
 Make a substantial commitment and
manage in an entrepreneurial manner
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What is Management?
 It is a process
 A series of activities and operations, such as planning,
deciding, and evaluating
 Of assembling and using sets of resources
 Human, financial, material and information
 In a goal‑directed manner to accomplish tasks
 A purposeful activity
 In an organizational setting
 It is undertaken in organizations
 By people with different functions intentionally structured
and coordinated to achieve common purposes
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Management Perspective 1:
The Organizational Context
 Management occurs in organizations, not in
isolation
 There are many different types of organizations
 Each organization has its own characteristics
that influence effective management
 Effective managers must understand
organizations
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The Human Factor
 Effective managers must
be adept at
 Assessing other people’s
capabilities
 Matching people’s
capabilities with
appropriate responsibilities
 Motivating people
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Managing Paradoxes
 Management requires simultaneously mastering
multiple and potentially conflicting situations
 Integration and fragmentation
 Consistency & Flexibility
 Reflection & Action
 Global Perspective and
 Local Understanding
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Entrepreneurial Mindset
 Managers must continuously search for
and exploit new opportunities
 An entrepreneurial mindset requires a
commitment to constantly learning new
skills and acquiring new knowledge
 An entrepreneurial mindset also requires
a commitment to adding value to other
people’s efforts and to society
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What Managers Do
 Managerial activities differ by
 The functions managers serve
 The roles in which managers
operate
 The dimensions of each
manager’s job
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Managerial Functions
Planning
Controlling
Organizing
Managing
Directing
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Planning
 Planning involves
 Estimating future conditions and
circumstances
 Making decisions based on these
estimations about what work is to be done
 By the manager
 By all of those for whom she or he is responsible
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Organizing
 Organizing involves paying attention to
 The structure of relationships among
positions
 The people occupying those positions
 Linking that structure to the overall strategic
direction of the organization
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Directing (Leading)
 Directing is the process of influencing
other people to attain organizational
objectives
 Motivating others
 Interacting effectively in group and team
situations
 Communicating in support of others’ efforts
on behalf of achieving their work and
organizational goals
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Controlling
 Regulating the work of those for whom a
manager is responsible which may include
 Setting standards of performance in advance
 Monitoring ongoing (real‑time) performance
 Assessing a completed performance
 Results of the control process (evaluation)
are fed back into the planning process
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Managerial Roles
 Interpersonal Roles
 Figurehead
 Leader
 Liaison
 Informational Roles  Decisional Roles

 Monitor
 Entrepreneurial
 Disseminator
 Disturbance Handler
 Spokesperson
 Resource Allocator
 Negotiator
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Managerial Job Dimensions
Demands  Activities or duties that
must be carried out
 Standards or levels of
minimum performance
that must be met.
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Demands  Factors that limit the
response of the
Constraints manager
 Time
 Budgets
 Technology
 Attitudes of subordinates
 Legal regulations
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Demands  Discretionary behavior
 How work is to be done
Constraints  How much work is to be

done
 Who will do the work
Choices
 What initiatives will be
undertaken from almost
infinite possibilities
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Two Managerial Jobs
Job A: Project Team Job B: Fast Foods
Manager Restaurant Manager
Demands  Develop new product  Maintain attractive
with strong market appearance of restaurant
appeal  Keep employee costs as
 Hold formal weekly low as possible
progress meeting with  Meet standards for speed
boss of service
 Frequent travel to other
company sites
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Two Managerial Jobs
Constraints  12 month deadline for  Most employees have
product development limited formal education
 Project budget limit of  Few monetary incentives
$1 million to reward outstanding
 No choice in selecting performance
team members  Federal and state health
and safety regulations
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Two Managerial Jobs
Choices  The organizational  Selection of employee to
structure of the project promote to supervisor
team  Scheduling of shifts and
 Sequencing of project assignments
tasks  Local advertising
 Budget allocation promotions
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What Skills Do Managers
Need?
 Interpersonal skills
 Sensitivity
 Persuasiveness
 Empathy
 Technical skills  Conceptual skills
 Specialized knowledge  Logical reasoning
 (Including when and  Judgment
how to use the skills)  Analytical abilities
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Importance of Managerial Skills at
Different Organizational Levels
High Interpersonal skills
Technical skills
Importance
Conceptual skills
Low
Entry Level Mid-Level Top Level

Managers Managers Managers
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Who Succeeds? Who Doesn’t
Potential managerial leaders Those who don’t quite Those who succeed:
share traits early on: make it:
Bright, with outstanding Have been successful, but Have diverse track
track records generally only in one area or records, demonstrated
type of job. ability in many different
situations, and a breadth of
knowledge of the business
or industry.
Have survived stressful Frequently described as Maintain composure in
situations moody or volatile. May be stressful situations, are
able to keep their temper predictable during crises,
with superiors during crises are regarded as calm and
but are hostile toward peers confident.
and subordinates.
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Have a few flaws Cover up problems while Make a few mistakes, but
trying to fix them. If the prob- when they do, they admit
lem can’t be hidden, they to them and handle them
tend to go on the defensive with poise and grace.
and even blame someone
else for it.
Ambitious and oriented May attempt to micro- While focusing on problem
toward problem solving manage a position, ignoring solutions, keep their minds
future prospects, may staff focused on the next
with the incorrect people or position, help develop
neglect the talents they competent successors,
have, may depend too much seek advice from many
on a single mentor, calling sources.
their own decision-making
ability into question.
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Good people skills May be viewed as charming Can get along well with
but political or direct but different types of people,
tactless, cold, and arrogant. are outspoken without
People don’t like to work with being offensive, are
them viewed as direct and
diplomatic.
Source: Adapted from M. W. McCall, Jr. and M. M. Lombardo, “Off the Track: Why and How Successful
Executives Get Derailed,” Technical Report #21 (Greensboro, N.C.: Center for Creative Leadership, 1983),
pp. 9-11.
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Chapter 1

 Reflection & Action

 Global Perspective and

 Informational Roles  Decisional Roles

Constraints  How much work is to be

Entry Level Mid-Level Top Level

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