6` ` ` ` m All types of organization Small - Large All Organizational Areas (Manufacturing, Marketing, Human Resources, Accounting Information System, etc)All types of Organization – Profit or non-profitManagement needed in ….````mAll organization levelsBottom Top
7Management involves ensuring that work activities are completed efficiently and effectively by the people responsible for doing them.Efficiency – “ doing things right”- getting the most output from the least amount of inputs.Effectiveness – “doing the right things” – doing those work activities that will help the organization reach its goals.
8Managers- are the people responsible for supervising/ managing the organization’s resources to meet its goals.They are responsible for the works of people directly working to them
9Manager – someone who coordinates and overseas the work of other people so that organizational goals can be accomplished.Helping others do their workCoordinating the work of a departmental groupSupervising a single person
10AdministrationMiddle English word administracioun, which is in turn derived from the French administration, itself derived from the Latin administratio - a ad ("to") and ministratio ("give service")is the management of any institution, public or private.Interpretation of the policy set by an organization’s board of directors, and its translation into executive action.
11SupervisionTo inspect, to guide, evaluate. And improve work performance pf employees through a criteria against which the quality and quantity of work production and utilization of time and resources are madeThe act of looking over or directing and inspecting the performance of workers or work
12MANAGER LEADER SUPERVISOR The Difference between a Leader is a person who influences a group of people towards the achievement of a goal – (person, people, purpose)
13Managers are expected to lead. To lead, you must be competent, understand your business, and be able to communicate. A good leader is not always a manager, but a good manager is always a leader. Dickey Townley – Manager, Environmental Health and Safety, Holly Energy Partners LP, New Mexico
14Management is a career. Leadership is a calling. A supervisor looks over or directs and inspects the performance of the workers or the work
15"A leader knows what's best to do; a manager knows merely how best to do it." - Ken Adelman
16Management Levels Organizations often have 3 levels of managers: 1-13Management LevelsOrganizations often have 3 levels of managers:First-line Managers: responsible for day-to-day operation. They supervise the people performing the activities required to make the good or service.Middle Managers: Supervise first-line managers. They are also responsible to find the best way to use departmental resources to achieve goalsTop Managers: Responsible for the performance of all departments and have cross-departmental responsibility. They establish organizational goals and monitor middle managers.
17Three Levels of Management 1-14Three Levels of ManagementTop ManagersMiddle ManagersFirst-line ManagersNon-management
18Roles of Managers (Mintzberg) Interpersonal roleInformational roleDecisional role
19Managerial SkillsThere are three skill sets that managers need to perform effectively. (Katz)All skills are enhanced through formal training, reading, and practice.
201. Conceptual skills: the ability to analyze and 1. Conceptual skills: the ability to analyze and diagnose a situation and find the cause and effect.2. Human skills: the ability to understand, alter, lead, and control people’s behavior.- dealing with people and how to ‘get along’ with them3. Technical skills: the job-specific knowledge required to perform a task.- Proficiency in performing an activity in the correct manner with the right technique- Common examples include marketing, accounting, and manufacturing.
21Skill Type Needed by Manager level 1-22Skill Type Needed by Manager levelTopManagersMiddleManagersLineManagersConceptualHumanTechnicalFigure 1.5
22according to SummerKnowledge – ideas, concepts, or principles that can be expressed and are acceptedAttitude – beliefs, feelings, and valuesInterest, confidence, responsibility, respect, and desireAbility – art, skill, judgment, and wisdom
23Managerial FunctionsHenri Fayol was the first to describe the four managerial functions when he was the CEO of a large mining company in the later 1800’s.Fayol noted managers at all levels, operating in a for profit or not for profit organization, must perform each of the functions of:Planning,organizing,leading,controlling.
244 functions of Management PlanningOrganizingLeadingControlling
251-9PlanningPlanning is the process used by managers to identify and select appropriate goals and courses of action for an organization.3 steps to good planning :1. Which goals should be pursued?2. How should the goal be attained?3. How should resources be allocated?The planning function determines how effective and efficient the organization is and determines the strategy of the organization.
261-10OrganizingOrganizing is the process of assigning tasks, allocating resources, and coordinating work activitiesSuccess begins with organizingIn organizing, managers create the structure of working relationships between organizational members that best allows them to work together and achieve goals.
27Managers will group people into departments according to the tasks performed. They also lay out lines of authority and responsibility for members.An organizational structure is the outcome of organizing. This structure coordinates and motivates employees so that they work together to achieve goals.
281-11LeadingLeading is the process of arousing people’s enthusiasm to work hard and inspiring their efforts to fulfill plans and accomplish objectives- In leading, managers determine direction, state a clear vision for employees to follow, and help employees understand the role they play in attaining goals.
29Leadership involves a manager using power, influence, vision, persuasion, and communication skills. The outcome of the leading function is a high level of motivation and commitment from employees to the organization.
301-12ControllingControlling is the process of measuring performance and taking action to ensure desired results.In controlling, managers evaluate how well the organization is achieving its goals and takes corrective action to improve performance.Managers will monitor individuals, departments, and the organization to determine if desired performance has been reached.Managers will also take action to increase performance as required.
31The outcome of the controlling function is the accurate measurement of performance and regulation of efficiency and effectiveness.
32Four Functions of Management 1-8Four Functions of ManagementPlanningFigure 1.2Choose GoalsControllingOrganizingMonitor & measureWorking togetherLeadingCoordinate
33MANAGEMENT THEORIESScientific Management (F. Taylor, F. and L. Gilbreth)Bureaucratic Theory (Max Weber)Administrative Principles (M.P. Follet, H. Fayol, C. Barnard, L. Gullick and L. Urwick, and J. Mooney)Human Relations/ Organizational Behavior (E. Mayo, F. Roethlisberger)Selective content of Motivation theories (A. Maslow, F. Herzberg, D.McGregor, W. Ouchi)
34Replace rule-of-thumb work methods with methods based on a scientific study of the tasks. Scientifically select, train, and develop each employee rather than passively leaving them to train themselves.Provide "Detailed instruction and supervision of each worker in the performance of that worker's discrete task" (Montgomery 1997: 250).Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks
3514 Principles of Management Henri Fayol’s14 Principles of ManagementDivision of work Authority Discipline Unity of command Unity of direction Subordination of individual interest Remuneration Centralization Scalar chain Order Equity Stability of tenure Initiative Esprit de corps
36Fayol’s 5 Functions of Management Roles and Actions: to forecast and plan examine the future and draw up plans of actionto organise build up the structure, material and human of the undertakingto command maintain activity among the personnelto co-ordinate bind together, unify and harmonise activity and effortto control see that everything occurs in conformity with policy and practise