1. ch 1_the challenge of management

8/11/2019 1. Ch 1_the Challenge of Management

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R AYA A N WA R I

THE CHALLENGE OFMANAGEMENT


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MANAGEMENT: AN OVERVIEW

Organization: Two or more persons engaged in a systematic effort to produce goods orservices.a. What Is Management?

Management is the process of achieving organizational goals by engaging in the fourmajor functions of planning, organizing, leading, and controlling.

Planning is the process of setting goals and deciding how best to achieve them. Organizing is the process of allocating and arranging human and nonhuman resources

so that plans can be carried out successfully. Leading is the process of influencing others to engage in the work behaviors necessary to

reach organizational goals. Controlling is the process of regulating organizational activities so that actual

performance conforms to expected organizational standards and goals.

b. The Management Process.


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WHAT MANAGERS ACTUALLY DO

Non-for-profit organization : An organization whose mainpurposes center on issues other than making profits.

a) Work Methods. Unrelenting Pace: The managers in Mintzbergs study began working the

moment they arrived at the office in the morning and kept working untilthey left at night.

Brevity, Variety, and Fragmentation: Mintzberg found the managershandled a wide variety of issues throughout the day, ranging fromawarding a retirement plaque to discussing the bidding on a multi-million-dollar contract.

Verbal Contacts and Networks: The managers in Mintzbergs study showeda strong preference for verbal communications, through either phoneconversations or meetings, rather than written communication, such as

memos and formal reports. Network: A set cooperative relationships withindividuals whose help is needed in order for a manager to functioneffective

b) Managerial Roles. Role is an organized set of behaviors associated with a particular office or

position.


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MANAGERIAL KNOWLEDGE, SKILLS &PERFORMANCES

Knowledge Base Knowledge base can include information about an industry and its technology,

company policies and practices, company goals and plans, company culture, thepersonalities or key organization members, and important suppliers and customers

Key Management Skills

A Skill is the ability to engage in a set of behaviors that are functionally related to oneanother and that lead to a desired performance level in a given area For managers, three types of skills are necessary:

Technical Skills are skills that reflect both an understanding of and a proficiency in aspecialized field

Human Skills are skills associated with a managers ability to work well with others, bothas a member of a group and as leader who gets things done through others

Conceptual Skills are skills related to the ability to visualize the organization as a whole,discern interrelationships among organizational parts, and understand how the

organization fits into the wider context of the industry, community, and world


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MANAGERIAL KNOWLEDGE, SKILLS &PERFORMANCES

Performance Peter Drucker , the noted management writer and

consultant, points out that performance achieved throughmanagement is actually made up of two importantdimensions:

Effectiveness: The ability to choose appropriate goals andachieve them.

Efficiency: The ability to make the best use of availableresources in the process of achieving goals.


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MANAGERIAL JOB TYPES

One is a vertical dimension, focusing on differenthierarchical levels in the organization. The other is ahorizontal dimension, addressing variations in managersresponsibility areas1. Vertical Dimension: Hierarchical Levels

Managerial jobs in organizations fall into three categories: First-Line Managers are managers at the lowest level of the

hierarchy who are directly responsible for the work of operating(non-managerial) employees.

Middle Managers are located beneath the top levels of thehierarchy who are directly responsible for the work ofmanagers at lower levels.

Top Managers are managers at the very top levels of thehierarchy who are ultimately responsible for the entireorganization.


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2. Differences among Hierarchical Levels Functions of Management: The relative importance of

planning, organizing, leading, and controlling varies somewhatdepending on managerial level

Planning tends to be more important for top managers than formiddle of first middle or first-line managers. This is primarily becausetop managers are responsible for determining the overall directionof the organization, a charge that requires extensive planning.

Organizing is somewhat more important for both top and middlemanagers than for first-line managers.

Leading is substantially more important for first-line supervisors thanfor managers at higher levels.

Controlling reflects a common degree of emphasis at all levels onmonitoring activities and taking corrective action as needed.


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3. Promoting Innovation: The Entrepreneurial Role Innovation is a new idea applied to initiating or improving a process,

product, or service. The process of innovation is closely allied with theentrepreneurial role in organizations, particularly since that role relates todiscovering and exploiting new opportunities

Intrapreneurs individuals who engage in entrepreneurial roles inside

organizations Intrapreneurship the process of innovating within an existing organizational The innovative process usually involves individuals at various levels who

fulfill three different types of entrepreneurial roles:a. Idea Champion is an individual who generates a new idea or believes in the

value of a new idea and supports it in the face of numerous potential obstaclesb. Sponsor is an individual, usually a middle manager, who recognizes the

organizational significance of an idea, helps obtain the necessary funding fordevelopment of the innovation, and facilities its actual implementation

c. Orchestrator is high-level manager who articulates the need for innovation,provides funding for innovating activities, creates incentives for middle managersto sponsor new ideas, and protects idea people


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4. Horizontal Dimension: Responsibility Areas In horizontal differentiation, there are 3 major types of

managerial jobs:a. Functional Managers : who have responsibility for a specific,

specialized area of the organization and supervise mainlyindividuals with expertise and training in that area

b. General Managers : who have responsibility for a wholeorganization or substantial subunit that includes most of thecommon specialized areas

c. Project Managers : who have responsibility for coordinatingefforts involving individuals in several different organizationalunits who are all working on a particular project


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LEARNING TO BE AN EFFECTIVEMANAGER

Managerial Education For most managers, education does not end with college

and graduate school degrees. Instead, managers usuallytake additional management-related courses as part ofspecial programs on college campuses, organizationaltraining programs offered in-house, or commercial programoffered by a variety associations and vendors.

Management Experience Experience is also a major factor in learning to be aneffective manager


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THANK YOU

INTEGR ITY|EXC ELLENC E|C OM PASSION|HUM ILITY

1. ch 1_the challenge of management

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