The World of Innovative

Management
 DEFINITION OF MANAGEMENT

A few definitions by some of the prominent writers on the

subject are given below:
(1) “Management is the art of knowing what you want to do
and then seeing that it is done in the best and cheapest
way”.
F.W. Taylor
(2) “To manage is to forecast and to plan, to organize, to
command, to coordinate and to control”.
Henry Fayol
(3) “Management is the coordination of all resources
through the process of planning, organizing, directing
and controlling in order to attain stated objectives”.
Sisk
 Management
The attainment of organizational goals in an
effective and efficient manner through
planning, organizing, leading, and
controlling organizational resources

Organization
A formally structured collection of
individuals working toward common
(shared) goals.
 Organizational Performance
Effectiveness : the degree to which the
organization achieves a stated goal
Efficiency : the use of minimal resources (input)
to produce a desired volume of output.
Efficient, but not Effective:
- Goals not achieved
Effective, but not Efficient
- Wasted Resources
(You may have to choose between the two.)
 Management Skills

Conceptual Skills : cognitive ability to

see the organization as a whole and
the relationship among its parts
Human Skills : ability to work with and
through other people and to work
effectively as a group member
Technical Skills : understanding of and
proficiency in the performance of
specific tasks.
1 –6
 The Four Functions of Management

Planning
Select goals
& ways to
Controlling attain them
Organizing
Monitor Assign
activities & responsibility
make
for tasks
corrections
Leading
Use
influence to
motivate
 What Do Managers Do?
• Management Functions (Different Scope at job level)
– Planning
• Setting objectives and determining in advance
exactly (?) how the objectives will be met.
• Monitor for Change and Anticipate or React
• PDCA – Plan – Do – Check - Act
– Organizing
• Delegating and coordinating tasks and
allocating resources to achieve
objectives.
– Leading
• Influencing employees to work
toward achieving objectives.
• Setting an Example (Shadow of the Leader)
– Controlling
• Establishing and implementing mechanisms to
ensure that objectives are achieved.
 Copyright © 2006 Thomson Business
1 –9
and Economics. All rights reserved.
 What Is It Like to Be a Manager?
Managers give up the right to:
Managerial Activities - Be one of the gang
- Long hours - Put your self-interest first
- Most time spent in oral - Ask others to do things
communication you wouldn’t do
- Characterized by variety, - Vent your frustrations
fragmentation, and brevity - Resist change
- Fast paced and require a
high energy level to be
successful
 Supervisors’ Responsibilities
Plan and schedule work Inform employees of
Clarify tasks and gather organizational goals
ideas for Inform higher managers
improvement of work unit needs
and accomplishments
Appraise and counsel
Recruit, train, and
employees
develop workers
Recommend job Encourage and maintain
assignments and pay high and enthusiasm
Roles Of a Manager
 Informational Roles to develop and
maintain information network
The monitor seeks current information from many
sources.
The disseminator transmits information to others
both inside and outside the organization.
The spokesperson provides official statements to
people outside the organization about company
policies, actions, or plans.
 Interpersonal Roles pertain to
relationships with others
The figurehead engages in ceremonial
activities
The leader motivates, communicates, and
influences subordinates.
The liaison develops relationships outside
his/her unit both inside and outside the
organization.
Decisional Roles to make choices requiring
conceptual & human skills.

The entrepreneur initiates change.

The resource allocator allocates resources to
achieve outcomes.
The negotiator bargains for his/her unit.
The disturbance handler resolves conflicts.
How Do You Learn to Manage?

50% from job experience

30% from other persons
20% from education & training

(Based on study of successful managers at

Honeywell)
MANAGEMENT LEVELS AND TIME
SPENT ON FUNCTIONS
Plan. Organ. Lead. Control.
Top 28% 36% 22% 14%
Middle 18% 33% 36% 13%
Lower 15% 24% 51% 10%
 Management Skills and Functions
• Differences among management levels in skill
needed and the functions performed:

Planning

Controlling Organizing

1–20
Leading
 Types of Managers
• General Managers
– Supervise the activities of several departments.
• Functional Managers
– Supervise the activities of related tasks.
– Common functional areas:
• Marketing/Sales/Product Development
• Operations/Production/Services Delivery
• Finance/Accounting
• Human Resources/personnel management
• Infrastructure (IT, Real Estate, Legal)
• Project Managers
– Coordinate employees across several functional departments to
accomplish a specific task.
 Successful Managers’ Attributes
Leadership Oral Communication
Team-Building Skills Written Communication
Self-objectivity Personal Impact
Analytic Thinking Resistance to Stress
Creative Thinking Tolerance of Uncertainty
Behavioral Flexibility