Introduction to Management: Organization and Managerial Skills

INTRODUCTION TO MANAGEMENT

ORGANIZATION

Define Organization: Two or more people who work together to achieve the common goal/s

• Organization is a very important factor in a management. For most of our lives we are member of one organization or another. We all deal with organization.

TRADITIONAL ORGANIZATION & NEW ORGANIZATION

Traditional organization

Stable Individual oriented Managers always make decision Rule oriented Work time define 9 to 5 Hierarchical relationship

New organization

Dynamic Team Employees participate in decision making Customer oriented Workdays have no time boundaries Lateral and networked relationship

DEFINITIONS FOR MANAGEMENT

. Doing right thing correctly. . Management is the art of getting things done through people (Mary Parker) · Management is a problem solving process of effectively achieving organizational goals/objectives through the efficient use of scare resources in a changing environment, (Robet Kreitner)· Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling

THE MANAGEMENT PROCESS

Planning and Decision Making

Setting the organiza- tion's goals and deciding how best to achieve them

Organizing

Determining how best to group activities and resources

Controlling

Monitoring and correcting ongoing activities to facilitate goal attainment

Leading

Motivating members of the organization to work in the best interests of the organization

KEY TERMS IN MANAGEMENT

Performance

. Performance actually is made up of two important dimensions effectiveness & efficiency. . Efficiency: Doing thing right . Effectiveness: Doing right thing performance

EFFECTIVENESS AND EFFICIENCY IN MANAGEMENT

Efficiency (Means)

Resource Usage

Effectiveness (Ends)

Goal Attainment

Management Strives for

Low Waste High Attainment Low Resource Waste (high efficiency) High Goal Attainment (high effectiveness)

KINDS OF MANAGERS BY LEVEL AND AREA

Levels of Management

Top managers Middle managers First-line managers

Areas of Management

Marketing Finance Operations Human resources Administration Other

BY THE LEVELS IN ORGANIZATION

• First Line Managers Managers at the lowest level in the hierarchy who are directly responsible for the work of operating employees. Also they responsible to operate plans, orders, approvals which are given by top & middle managers. Eg: Supervisor, Chief clerk They must have technical skills so that they can assist their subordinates when necessary

MIDDLE MANAGERS

Managers at the middle level in the hierarchy who are directly responsible for the work of first line managers & some operation activities Of 1st line to the top level. Also middle managers provide information which need to make decisions at top level.

TOP MANAGERS

Managers at the very top levels of the hierarchy who are ultimately to responsible for the entire organization. Also top managers responsible for the external parties & share holders. Typical titles of top managers are president, Vise president. CEO. Vice Chancellor , Managing Director

BY THE RANGE OF ORGANIZATION ACTIVITIES

• Functional Managers: F.M responsible for just are organization activity such as Finance, HRM, Marketing & Production. They involve in the middle level management. Also they should have very good knowledge about their fields.

GENERAL MANAGERS

. G.M has the responsible for all activities of the organization. G.M involves in the top level management. Also G.M should have knowledge about all functional activities some extent. . Further more G.M should have ability to coordinate interpersonal relationship, communication abilities skills of computer than functional

Jobs

Top Managers CEO CIO COO Vice president CFO Corporate heads

Responsibilities

Change Commitment Culture Environment

Middle Managers

General manager Plant manager Regional manager Divisional manager

Objectives

Resources Coordination Subunit performance Strategy implementation

First-Line Managers

Office manager Shift supervisor Department manager

Nonmanagerial worker supervision

Teaching and training Scheduling Facilitation

Team Leaders

Team leader Team contact Group facilitator

Facilitation

External relationships Internal relationships Mmichaeljung/Shutterstock.com/BlueSkyImage/Shutterstock.com/Kzenon / Shutterstock.com/Racorn/Shutterstock.com

MINTZBERG'S MANAGERIAL ROLES

Interpersonal Roles

• Figurehead

• Leader

• Liaison

Informational Roles

. Monitor · Disseminator · Spokesperson

Decisional Roles

· Entrepreneur · Disturbance Handler · Resource Allocator · Negotiator

INTERPERSONAL ROLES - MINTZBERG

• Figurehead - public view / ceremonial duties

• Leader - motivate and encourage to accomplish organizational objectives

• Liaison - work with outside individuals

INFORMATION ROLES- MINTZBERG

• Monitor - scan environment

• Disseminator - share info within inside company

• Spokesperson - share info outside of the company

DECISIONAL ROLES- MINTZBERG

. Entrepreneur - adapts to change · Disturbance handler - problems that need immediate attention · Resource allocator · Negotiator - schedules, resources, projects, raises, etc.

MANAGERIAL SKILLS

Robert L. katz proposed that managers need critical skills in managing.

Technical Skills

. It includes the ability to use the knowledge, tools and techniques of a specific discipline or fields such as accounting, engineering, production, medicine or sales. Eg: Computer programmer has technical skill in their areas acquired through education & training

HUMAN SKILLS

. It consists of the many diverse abilities required to understand other people & to interact effectively with them. Interpersonal skills are needed to create & maintain a network of contacts with people outside one's own chain of command. • Eg. Human skills are needed in leading, motivating & communicating with subordinates, peers, bosses & even outsiders

CONCEPTUAL SKILLS

• This mean the ability of analytical & overlook the future. Also skills related to the ability to coordinate , integrate all the organization activities. It involves the managers ability to see the organization as whole & understand how its parts depend on each other and anticipating how a changing in any of its part will affect the whole. The top level managers must improve this skill

• Diagnostic Skills . The manager's ability to visualize the most appropriate response to a situation.

FUNDAMENTAL MANAGEMENT SKILLS

• Management Skill Mixes at Different Organizational Levels

Conceptual skills

Diagnostic skills

Top Managers

Middle Managers First-Line Managers

Technical skills

Interpersonal skills