Management Principles and

Practices
---Ricky W. Griffin, 12/E

Chapter-01
Managing and the Manger's Job

Md. Mizanur Rahman

Professor of Marketing
Dhaka University
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 Chapter
Chapter Outline
Outline

• Organization and management in organization

• The Management Process
• Management as Science and Art
• Kinds of Managers by Level
• Basic Managerial Roles
• Fundamental Management Skills
• Management as a Science and Art
• Becoming a Manager
• Managerial Success Factors

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 What
What is
is an
an Organization?
Organization?

• A group of people…
...who work together
…to achieve some common
goals • Uses four basic kinds
…in a structured way
…through developing plans
and utilizing its resources
• Goal is to achieve its
purpose
of resources from the
environment ( Human,
financial, physical,
information)

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 Characteristics
Characteristics of
of Organizations
Organizations

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 Organizational
Organizational Resources
Resources

• Human resources
̶ Managerial talent and labor

• Financial resources
̶ Capital investments to support ongoing
and long-term operations
• Physical Assets
̶ Raw materials, office and production
facilities, and equipment
• Information
̶ Usable data, information linkages

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 Examples
Examples of
of Resources
Resources Used
Used by
by Organizations
Organizations

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 The
The Changing
Changing Organization
Organization
Traditional Organization New Organization
• Stable • Dynamic
• Inflexible • Flexible
• Job-focused • Skills-focused
• Work is defined by job positions • Work is defined in terms of tasks to be done
• Individual-oriented • Team-oriented
• Permanent jobs • Temporary jobs
• Command-oriented • Involvement-oriented
• Managers always make decisions • Employees participate in decision making
• Rule-oriented • Customer-oriented
• Relatively homogeneous workforce • Diverse workforce
• Workdays defined as 9 to 5 • Workdays have no time boundaries
• Hierarchical relationships • Lateral and networked relationships
• Work at organizational facility during • Work anywhere, anytime
specific hours

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 Who
Who is
is aa Manager?
Manager?

• Someone who…
̶ Coordinates and
̶ Planning and
oversees the work of
others to accomplish the
decision making
organization’s goals ̶ Organizing
̶ Works with and through ̶ Leading, and
other people ̶ Controlling
̶ Must carry out four basic
managerial functions

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 Classifying
Classifying Managers
Managers

• First-line Managers
̶Manage the work of non-managerial
employees
• Middle Managers
̶Manage the work of first-line managers
and implement top management's
policies and plans
• Top Managers
̶Responsible for making corporate
decisions & establishing plans & goals

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 Classifying
Classifying Managers
Managers

Exhibit: Managerial Levels

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Classifying
Classifying Managers
Managers by
by Level
Level and
and Area
Area

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 What
What Do
Do Managers
Managers Do?
Do?

• Functional Approach
–Planning
• Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities
–Organizing
• Arranging work to accomplish organizational goals
–Leading
• Working with and through people to accomplish goals
–Controlling
• Monitoring, comparing, and correcting the work

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 What
What Do
Do Managers
Managers Do?
Do?

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 Functional
Functional Vs.
Vs. General
General Manager
Manager

• Functional Managers • General Managers

– Responsible for just – Serve as generalists in
one organizational functional areas and
activity, such as are not associated with
finance, HR, sales, any particular
procurement, etc. management specialty

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 The
The Management
Management Process
Process

Addresses FOUR important questions about

management performance.

• What to do and how to do it?

• Who will do what and how will they be organized?

• Who will lead the people and how?

• How to ensure satisfactory performance?

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 The
The Management
Management Process
Process

Most managers engage in more than one activity at a time.

They often move back and forth between the activities in unpredictable ways.
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 Rewards
Rewards and
and Challenges
Challenges of
of Being
BeingAAManager
Manager

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 Universal
Universal Need
Need of
of Management
Management

All organizations use some combination of resources

from their environment to achieve their goals

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 What
What is
is Management?
Management?
• A set of activities…
planning and decision making,
organizing, leading, and controlling
…directed at an organization’s
resources
human, financial, physical, and
information
…with the aim of achieving
organizational goals
…in an efficient and effective manner
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 Basic
Basic Purpose
Purpose of
of Management
Management
To ensure that goals have been achieved in an efficient
and effective manner
EFFICIENCY
• Do things right
Use resources wisely and (Tactical)
in a cost-effective way • Do work in time

And

EFFECTIVENESS
Make the right decisions and • Do the right things
successfully implement them to (Strategically)
achieve organizational goals • Do work on time

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 Efficiency
Efficiency Vs.
Vs. Effectiveness
Effectiveness

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 Management
Management in
in Organizations
Organizations

Planning
and decision Organizing
making
Inputs from the environment
• Human resources Goals attained
• Financial resources • Efficiently
• Physical resources • Effectively
• Information resources

Controlling Leading

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 Managerial
Managerial Roles
Roles (Mintzberg)
(Mintzberg)

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 Table
Table 1.2:
1.2: Ten
Ten Basic
Basic Managerial
Managerial Roles
Roles

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 Managerial
Managerial
Skills
Skills Technical Skills

Interpersonal Skills

Conceptual Skills
Fundamental
Fundamental
Management
Management Diagnostic Skills
Skills
Skills
Communication Skills

Decision-Making Skills

Time-Management Skills

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Fundamental
Fundamental Management
Management Skills
Skills

• Technical • Interpersonal
̶ Specialized skills ̶ The ability to
necessary to perform communicate with,
specific kind of work understand, and
̶ Most important for first- motivate both
line managers individuals and groups

̶ Work with things, tools ̶ Work with and through

and techniques people

̶ Focus is on what is done ̶ Focus is on how

something is done

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Fundamental
Fundamental Management
Management Skills
Skills

• Conceptual • Diagnostic
̶ The ability to think in the ̶ The ability to visualize
abstract and to see the “big the most appropriate
picture” response to a situation
̶ Necessary to perceive how
all the parts fit together • Communication
̶ Are future-oriented and ̶ The ability to convey and
strategic receive information
effectively
̶ Focus is on why something is
done

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Fundamental
Fundamental Management
Management Skills
Skills

• Decision-Making • Time-Management
̶ The ability to recognize ̶ The ability to prioritize
and define problems/ work, work efficiently,
opportunities correctly and delegate
and then to select an appropriately
appropriate course of
action to solve the
problems and capitalize
on opportunities

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 Management
Management Skill
Skill Mixes
Mixes at
at Different
Different
Organizational
Organizational Levels
Levels

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 Management:
Management: Science
Science or
or Art?
Art?

• The Science of Management

– One best way to address the problem
– Rational, logical, objective, and systematic approach
– Collecting data, facts, and objective information and
using quantitative models and decision-making
techniques to arrive at ‘correct’ decisions
– Technical, diagnostic, and decision-making skills are
important to approach the problem from a scientific
perspective

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 Management:
Management: Science
Science or
or Art?
Art?

• The Art of Management

– No single best way to address the problem
– Uses a blend of intuition, experience, instinct, and
personal insights to make decisions and solve problems
– Rely heavily on conceptual, communication, interpersonal,
and time-management skills to accomplish the tasks
– “Objective facts” may prove to be wrong

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 Sources
Sources of
of Management
Management Skills
Skills

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 Managerial
Managerial Success
Success Factors
Factors
• Personal Factors
– Abilities and skills
– Motivation
– Personality
• Actions Taken
– Appropriate for the
• Situational Factors situation?
– Nature of the work and
• Luck
environment
– Being in the right place
– Relationships with
at the right time?
subordinates and
supervisors
– Abilities of subordinates

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 Key
Key Terms
Terms
• Organization • Interpersonal roles
• Management • Informational roles
• Effective • Decisional roles
• Efficient • Technical skills
• Manager • Interpersonal skills
• Decision making • Conceptual skills
• Organizing • Diagnostic skills
• Leading • Communication skills
• Controlling • Decision-making skills
• Levels of management • Time-management skills
• Areas of management
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 THANK
THANK YOU
YOU

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