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Management: The Attainment of Organizational Goals in An Effective and Efficient Manner Through

The document discusses various topics related to management including: 1) The four main functions of management are planning, organizing, leading, and controlling. 2) Managers at different levels (top, middle, lower) spend varying amounts of time on each function, with top managers spending most time leading and least time controlling. 3) There are three main types of management skills - conceptual, human, and technical - which are needed to differing degrees at different management levels. 4) Management involves responsibilities like planning work, appraising employees, and informing others, and requires attributes like leadership, flexibility, and stress resistance.

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suraj sharma 222
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125 views31 pages

Management: The Attainment of Organizational Goals in An Effective and Efficient Manner Through

The document discusses various topics related to management including: 1) The four main functions of management are planning, organizing, leading, and controlling. 2) Managers at different levels (top, middle, lower) spend varying amounts of time on each function, with top managers spending most time leading and least time controlling. 3) There are three main types of management skills - conceptual, human, and technical - which are needed to differing degrees at different management levels. 4) Management involves responsibilities like planning work, appraising employees, and informing others, and requires attributes like leadership, flexibility, and stress resistance.

Uploaded by

suraj sharma 222
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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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.)

The Four Functions of Management


Planning
Select goals & ways to attain them

Controlling
Monitor activities & make corrections

Organizing Assign responsibility for tasks

Leading Use influence to motivate

MANAGEMENT LEVELS AND TIME SPENT ON FUNCTIONS


Plan. Organ. Top 28% 36% Middle 18% 33% Lower 15% 24% Lead. Control. 22% 14% 36% 13% 51% 10%

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.

Management Skills
Conceptual Skills
Which level needs conceptual skills the most? VP

CEO

VP

VP

Mgr Mgr

Mgr Mgr

Mgr

Op

Op

Op

Op

Op

Management Skills
Human Skills
To what degree do various levels of management need human skills? ALL need high degree. VP

CEO

VP

VP

Mgr Mgr

Mgr Mgr

Mgr

Op

Op

Op

Op

Op

Management Skills
Technical Skills
Least CEO

VP To what degree do the various levels need technical skills?

VP

VP

Mgr Mgr

Mgr Mgr

Mgr

Op

Op

Op

Op

Op

What Is It Like to Be a Manager?


Managerial Activities - Long hours - Most time spent in oral communication - Characterized by variety, fragmentation, and brevity - Fast paced and require a high energy level to be successful Managers give up the right to: - Be one of the gang - Put your self-interest first - Ask others to do things you wouldnt do - Vent your frustrations - Resist change

Supervisors Responsibilities
Plan and schedule work Clarify tasks and gather ideas for improvement Appraise and counsel employees Recommend job assignments and pay Inform employees of organizational goals Inform higher managers of work unit needs and accomplishments Recruit, train, and develop workers Encourage and maintain high and enthusiasm

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)

Successful Managers Attributes


Leadership Team-Building Skills Self-objectivity Analytic Thinking Creative Thinking Behavioral Flexibility Oral Communication Written Communication Personal Impact Resistance to Stress Tolerance of Uncertainty

Some Types of Changes Impacting Organizations:


Products Technologies Markets Speed Requirements Management Techniques

Pre-Classical Management
Anything before about 1900: e.g., Attila the Hun Henry Towne

Classical Perspective
Emphasized a rational, scientific approach to study of management and sought to make workers and organizations like efficient operating machines Classical Categories
Scientific Management
Frederick Taylor Frank and Lillian Gilbreth

Bureaucratic Organizations
Max Weber

Administrative Principles
Henri Fayol

Scientific Management
Develop a standard method for performing each job Select appropriate workers Train workers in standard method Plan work and eliminate interruptions Provide incentives for increased output.

Bureaucratic Organizations
Clearly defined authority and responsibility Set procedures for each situation Goals of fairness and efficiency Separation of management and ownership i.e., run by professional mgrs.

Bureaucratic Organizations
Become dysfunctional when: -There is no effort to recognize exceptions to rules or to change rules when necessary -Enforcement of rules takes precedence over pursuit of the organizations mission

Relatively High in Bureaucracy:


United Parcel Service U.S. Postal Service

Relatively Low in Bureaucracy:


Hewlett-Packard Disney Studios

Administrative Management Henri Fayol


14 Principles
Unity of command Division of work Unity of direction Scalar chain-of-command Authority=Responsibility (etc.)

Five basic management functions


Planning Organizing Commanding Coordinating Controlling

Humanistic Perspective
Emphasizes enlightened treatment of workers and power sharing between managers and employees. Emphasized satisfaction of employees social/psychological needs as the key to increased worker productivity. Supported by Hawthorne Studies

The Hawthorne Studies


Social Man Methodological Problems, but Profound Influence on Management Thought Hawthorne Effect Interviewing Techniques

The Human Resources Perspective


Jobs should be designed to allow workers to use their full potential Abraham Maslows Hierarchy of Needs (Ch. 12) Douglas McGregors Theory X vs. Theory Y (comparison of Classical Mgmt to Human Resources)

Theory X (Classical):

People dislike work and prefer to be directed People will accept responsibility Must be coerced to Have intellect that work could be applied to Want to avoid organizational goals responsibility and have little ambition Only partially use their Want security above intellectual potential. everything

Theory Y (Human Resources):

Behavioral Sciences Approach = Applied Social Sciences


Study of human behavior in organizations Draws on Disciplines of:
Economics Psychology Sociology Communication Anthropology

Management Science Perspective


Involves Mathematics, Computers Examples:
Forecasting Inventory control Scheduling Break-even analysis

Total Quality Management


Emphasizes Continuous Improvement in all Organizational Processes (i.e., in more than Manufacturing)

What The 21st Century Executive Should Be Like


Leader/Motivator Consummate Politician Master of Technology Global Strategist

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