Dan C. Lungescu, PhD, assistant professor2015-2016

Management

Part I: Introduction

Ch. 1. Manager’s job

Course outline

Part I: Introduction

Part II: Planning

Part III: Organizing

Part IV: Leading

Part V: Controlling

Management

Part I outline

Part I: Introduction

Ch. 1. Manager’s job

Ch. 2. The evolution of management

Ch. 3. Organizational environments

Ch. 4. Social responsibility and ethics

Management

Learning objectives

After studying this chapter, you should:

Define management and other related concepts.

Explain the four functions of management.

Identify the major elements in the management process.

Describe the major roles that managers have in organizations.

Describe the common work methods that managers use.

Delineate the major skills needed by managers.

Describe how managerial jobs differ according to hierarchical level and responsibility area.

Chapter 1 outline

A. What is management?

B. The functions of management

C. The management process

D. Managerial roles

E. Manager’s work

F. Managerial job types

… what?

A. What is management?

Outline » A. What is management?

To handle, to be in charge of, to control, to administer.

To manage

Administering the activity of one organization/division.

Management

The process of achieving organizational goals...… by engaging in the four functions of…… planning, organizing, leading, and controlling.

Management

examples…

A group of people working together in a structured fashion to attaina set of goals.

Organization

What is management? (2)

Outline » A. What is management? (2)

The process of leading and directing all or part of an organization(often a business) through the deployment and manipulation ofresources.

Management

Human, financial, material, information.

Organization resources

The act of managing something. The group of top managers of an organization. People in charge of running of business.

Management: different meanings

Etymology

Outline » A. What is management? » Etymology

manus (hand) + agere (to drive/act)» manum agere (to drive by hand » to handle)

Latin

maneggiare (to handle, especially a horse)

Italian

mesnagement » ménagement (care)

Old French

Classical definitions

Outline » A. What is management? » Classical definitions

Management: “Knowing exactly what you wantpeople to do, and then seeing that they do it in thebest and cheapest way.”

Frederick Winslow Taylor [1856-1915]

“To manage is to forecast and plan, to organize, tocommand, to coordinate and to control.”

Henri Fayol [1841-1925]

Manager

Outline » A. What is management? » Manager

Someone who has a measure of control over any of the following: time; workloads; decisions; technology; equipment; money; standards; meetings; other people.

Manager

Someone whose primary activities are a part of the managementprocess.

Manager

Supervisor

Outline » A. What is management? » Supervisor

super (over) + visor (to see) » supervisor (overseer)

Latin

To oversee one or more of the list of things in the previous slide: toinspect and monitor them.

Supervisor’s job

Not only to inspect and monitor things, but also to makepredictions, to plan ahead, to decide how things will change anddevelop.

Managing is wider

The supervisor is often mainly concerned with the present.The manager is concerned with future, present and past.

Major difference: viewpoints

Leader

Outline » A. What is management? » Leader

Someone who sets direction in an effort and influences people tofollow that direction.

Leader

Sets direction by developing a clear vision and mission, andconducting planning that determines the goals needed toachieve the vision and mission.

Motivates by using a variety of methods: facilitation, coaching,mentoring, directing, delegating etc.

A leader

MANAGING = planning + organizing + LEADING + controlling.

“Managers do things right; leaders do the right things.”

B. The functions of management

Outline » B. The functions of management

1 2

4 3

The functions of management (2)

Outline » B. The functions of management (2)

Setting goals and deciding how best to achieve them.

Planning

Allocating and arranging human and nonhuman resources so thatplans can be carried out successfully.

Organizing

Influencing others to engage in the work behaviors necessary toreach organizational goals.

Leading

Regulating organizational activities so that actual performanceconforms to expected organizational standards and goals.

Controlling

The functions of management: example

Outline » B. The functions of management » Example

I want to pass that damn management exam. God, I have to spend my next 6 days learning… OK, till then no beer, no football, no girlfriend.

Ehhh… I mean no beer, no football.

I call all my friends and tell them I’m not available 6 days from now. Turn my mobile off.

Put all the books and papers on my desk. Engage mom in preparing coffee every 6 A.M.

When hungry, I yell and mom is bringing me my meal. When too warm in my room, I command my father to turn on the air conditioning. Lost a

paper? One colleague is solving the problem.

My exam is tomorrow. I’m suppose to be learning – no beer, no football. But I learnt

already all the chapters and I made my recapitulation. So… let it be beer! Go CFR!

Planning

Organizing

Leading

Controlling

inputs outputs

C. The management process

Outline » C. The management process

transformation

goals

humanresources

financialresources

physicalresources

informationresources

manager

P O L C

D. Managerial roles

Outline » D. Managerial roles

An organized set of behaviors associated with a particular office orposition.

Role

1. Entrepreneur2. Disturbance

handler3. Resource

allocator4. Negotiator

I. Decisionalroles

1. Monitor2. Disseminator3. Spokesperson

II. Informationalroles

1. Figurehead2. Leader3. Liaison

III. Interpersonalroles

Henry Mintzberg [b. 1939]

I. Decisional roles

Outline » D. Managerial roles » I. Decisional roles

Acts as initiator, designer, and encourager of change and innovation.

Entrepreneur

Takes corrective action when organization faces important,unexpected difficulties.

Disturbance handler

Distributes resources of all types, including time, funding,equipment, and human resources.

Resource allocator

Represents the organization in major negotiations affecting themanager’s area of responsibility.

Negotiator

II. Informational roles

Outline » D. Managerial roles » II. Informational roles

Seeks internal and external information about issues that can affectorganization.

Monitor

Transmits information internally that is obtained from eitherinternal or external sources.

Disseminator

Transmits information about the organization to outsiders.

Spokesperson

III. Interpersonal roles

Outline » D. Managerial roles » III. Interpersonal roles

Performs symbolic duties of a legal or social nature.

Figurehead

Builds relationships with subordinates and communicates with,motivates, and coaches them.

Leader

Maintains networks of contacts outside work unit who provide helpand information.

Liaison

E. Manager’s work

Outline » E. Manager’s work

Manager’s work methods: Unrelenting pace. Brevity, variety, and fragmentation. Oral contacts and networks.

Henry Mintzberg

Management as ART

Experience. Personal skills: charisma,

flair, wit, intuition. Empirical management.

Management as SCIENCE

Governed by rules and principles.

Scientific methods, tools and approach.

Art is needed, science is indispensable.

Managerial knowledge and skills

Outline » E. Manager’s work » Managerial knowledge and skills

Information about: An industry and its technology. Company policies and practices. Company goals and plans. Company culture. The personalities of key organization members. Important suppliers and customers.

Knowledge base

The ability to engage in a set of behaviors that are functionallyrelated to one another and that lead to a desired performance levelin a given area.

Skill

Key management skills

Outline » E. Manager’s work » Managerial knowledge and skills » Key management skills

Reflect both an understanding of and a proficiency in a specializedfield.

Technical skills

Associated with a manager’s ability to work well with others, bothas a member of a group and as a leader (who gets things donethrough others).

Human skills

Related to the ability to visualize the organization as a whole,discern interrelationships among organizational parts, andunderstand how the organization fits into the wider context of theindustry, community, and world.

Conceptual skills

F. Managerial job types

Outline » F. Managerial job types

Hie

rarc

hic

al le

vels

Arias of management

Topmanagers

Middlemanagers

First-linemanagers

I. Hierarchical levels

Outline » F. Managerial job types » I. Hierarchical levels

Managers at the very top levels of the hierarchy who are ultimatelyresponsible for the entire organization.

Top managers

Managers beneath the top levels of the hierarchy who are directlyresponsible for the work of managers at lower levels.

Middle managers

Managers at the lowest level of the hierarchy who are directlyresponsible for the work of operating (non-managerial) employees.

First-line managers

Hierarchy and management functions

Outline » F. Managerial job types » I. Hierarchical levels » Hierarchy and management functions

planning organizing leading controlling

first-line

middle

top

Hierarchy and management skills

Outline » F. Managerial job types » I. Hierarchical levels » Hierarchy and management skills

technical human conceptual

first-line

middle

top

II. Arias of management

Outline » F. Managerial job types » II. Areas of management

Primarily concerned with getting the products into the hand of clients.

Marketing managers

Deal primarily with an organization’s financial resources.

Financial managers

Primarily concerned with creating organization’s products and services.

Operations managers

Concerned with hiring, maintaining, and discharging employees.

Human resource managers

Not associated with any particular management specialty.

Administrative managers (general managers)

Other management specialties than those already described.

Other kinds of managers

Dan C. Lungescu, PhD, assistant professor2015-2016