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Management Ensure the co-ordination of individual

efforts.

It the process of designing andmaintaining an environment in whichindividuals, working together in groups,

efficiently accomplish selected aims.

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As Managers, people carry out the managerialfunctions of planning, organizing, staffing,leading and controlling.

Management applies to any kind oforganization.

It applies to managers at all organizationlevels.

The aim of all managers is the same: tocreate a surplus.

Managing is concerned with productivity,

which implies effectiveness and efficiency.

MANAGEMENT

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MANAGEMENT

Managers cannot perform their tasks wellunless they have an understanding of and areresponsive to, the many elements of external

environment- economic, technological, social,political and ethical factors.

All managers carry out managerial functions.However, the time spent for each function

may differ. Top level managers spend more time on

planning and organizing than do lower-levelmanagers. Leading, on the other hand, takesa great deal of time for first line supervisors.

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Time Spent in Carrying Out

Managerial Functions

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Managerial Skills and theOrganizational Hierarchy

The four skills for administrators are:

Technical, human, conceptual, and design skills

Technical skills are of greatest importance at thesupervisory level and human skills are helpful.Conceptual and design skills are usually not criticalfor lower level supervisors.

Middle management level, need for technical skilldecreases, human skills are still essential whileconceptual skills gain in importance.

Top management level, conceptual and designabilities and human skills gain importance but there isrelatively little need for technical abilities.

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Characteristics of Excellent Companies

These firms

* Were oriented toward action

* Aware about the needs of their customers

* Promoted managerial autonomy and entrepreneurship

* Achieved productivity by paying close attention to theneeds of their people

* Were driven by a company philosophy often based on the

values of their leaders* Focused on the business they knew best

* Had a simple organization structure with a lean staff

* Were centralized as well as decentralized, depending on

appropriateness

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Excellent Companies Adapt to

Changes in the 21

st

Century To be successful in the 21st Century,

companies must take advantage of the new

information technology - especially theInternet - and globalization

E-Commerce and M-Commerce are veryimportant.

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Definition of Productivity Productivity is the output-input ratio within a

time period with due consideration for quality

Productivity implies effectiveness andefficiency in individual and organizationalperformance

Effectiveness is the achievement of

objectives Efficiency is the achievement of the ends

with the least amount of resources (time,money, etc.)

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Managing: Science or Art? Management is both art and

science. It is the art of makingpeople more effective than theywould have been without you. Thescience is in how you do that.

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Evolution of Management thoughtFrederick Taylor's Principles of ScientificManagement

Taylor is generally acknowledged as the father of scientificmanagement. His experiences as an apprentice, acommon labourer, a foreman, a master mechanic andthen the chief engineer of a steel company gave Taylor

ample opportunity to know first hand the problems andattitudes of workers.

1. Replacing rules of thumb with science (organizedknowledge)

2. Obtaining harmony in group action, rather than discord

3. Achieving cooperation of human beings, rather thanchaotic individualism

4. Working for maximum output, rather than restrictedoutput

5. Developing all workers to the fullest extent possible fortheir own and their company's highest prosperity

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Henri Fayol, the Father of ModernOperational-Management Theory

Authority and responsibility. Authority andresponsibility are related, with the latter arising fromthe former.

Unity of Command. Employees should receive ordersfrom one superior only

Scalar Chain. Scalar chain refers to the number oflevels in the hierarchy from the ultimate authority tothe lowest level in the organization. It should not be

over-stretched and consist of too-many levels Esprit de Corps. This is the principle that "in union

there is strength" emphasizing the need forteamwork.

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Elton Mayo and F. Roethlisberger and

the Hawthorne Studies. In general, improvement in productivity was

due to such social factors as morale,satisfactory interrelationships betweenmembers of a work group (a "sense ofbelonging"), and effective management--akind of managing that would understandhuman behavior, especially group behavior,and serve it through such interpersonal skillsas motivating, counseling, leading, andcommunicating

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PATTERNS OF MANAGEMENT ANALYSIS:A MANAGEMENT THEORY JUNGLE?

(1) the empirical, or case, approach,

(2) the managerial roles approach,

(3) the contingency, or situational, approach,

(4) the mathematical, or "managementscience," approach,

(5) the decision theory approach,(6) the reengineering approach,

(7) the systems approach,

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PATTERNS OF MANAGEMENT ANALYSIS:

-- continued

(8) the sociotechnical systems approach,

(9) the cooperative social systems approach,

(10) the group behavior approach,

(11) the interpersonal behavior approach,

(12) McKinsey's 7-S framework,

(13) the total quality management approach,(14) the management process, or operational,

approach.

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The Managerial Roles Approach(Mintzberg)

3 Interpersonal roles

Figurehead, leader, liaison.

3 Informational roles

Recipient, disseminator, spokesperson.

4 Decision rolesEntrepreneur, disturbance handler,resource allocator, negotiator

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The Five Managerial Functions

Planning

Organizing

Staffing

Leading

Controlling

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Definition of Planning

Planning involves selecting missions andobjectives and the actions to achieve

them; it requires decision making, thatis choosing future courses of actionfrom among alternatives.

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Definition of Organizing

The concept of role implies that whatpeople do has a definite purpose or

objective. Organizing involvesestablishing an intentional structure ofroles for people to fill in an organization

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Definition of Staffing

Staffing involves filling, and keepingfilled, the positions in the organization

structure.

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Definition of Leading

Leading is influencing people so thatthey will contribute to organization and

group goals. Leadership involvesmotivation, leadership styles andapproaches and communication.

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Definition of Controlling

Controlling is measuring and correctingindividual and organizational

performance to ensure that eventsconform to plans.

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THANK YOU