management principles - chapter 01

8/2/2019 Management Principles - Chapter 01

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Semester Project

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Choose a company and analyze the 4Management Processes for that company.The company should be operating in Pakistan

Use Arial fontFont size 12Justify the reportReferences should be placedYOU WILL BE AWARDED AN F if youplagiarize.


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Intro to Management and Organization

chapter 1

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Who Are Managers And Where DoThey Work?

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OrganizationA systematic, deliberate arrangement of people broughttogether to accomplish some specific purpose ; applies to allorganizations for-profit as well as not-for-profit organizations.Where managers work (manage).

Common characteristicsGoalsStructure

PeopleManagers

Individuals in an organization who direct the activities of others.Work With, and Through People for Organizational Goals, by

Coordinating Work Activities.


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Identifying Managers

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First-line managersSupervisors responsible for directing the day-to-dayactivities of operative employees

Middle managersIndividuals at levels of management between thefirst-line manager and top management

Top managersIndividuals who are responsible for makingdecisions about the direction of the organizationand establishing policies that affect allorganizational members


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How Do We DefineManagement?

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ManagementThe process of getting things done, effectively and efficiently , through and with other peopleEfficiency (Means)

Means doing the thing correctly; refers to the relationshipbetween inputs and outputs; seeks to minimize resourcecosts

Effectiveness (Ends)

Means doing the right things; goal attainment


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What Do Managers Do? Management Processes

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PlanningDefining goalsEstablishing strategy, andDeveloping plans to coordinate activities

OrganizingWhat tasks to be doneWho is to do themHow the tasks are to be groupedWho reports to whom, andWhere decisions are to be made

LeadingMotivating employeesDirecting the activities of others

Selecting the most effective communication channel, andResolving conflicts

ControllingThe process of monitoring performanceComparing it with goals, and

Correcting any significant deviations


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What Do Managers Do? Management Roles

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Interpersonal: Ceremonial, PR Related RoleFigureheadLeaderLiaison

InformationalMonitorDisseminatorSpokesperson

Decisional: A Matter of ChoiceEntrepreneurDisturbance HandlerResource AllocatorNegotiator


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Skills for Managers-

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General SkillsConceptual skillsInterpersonal skillsTechnical skillsPolitical skills

Special SkillsControlling the organizationsenvironment and its resources.

Organizing and coordinating.Handling information.

Providing for growth anddevelopment.

Motivating employees andhandling conflicts.

Strategic problem solving.


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The Organization As An Open System

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InputsRaw MaterialHuman resources

CapitalTechnologyInformation

Feedback

OutputProduct and Services

Financial ResultsInformation

Human Results

Environment

ProcessingEmployee Work

Management ActivitiesTech& Ops.


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Contingency Perspective

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Organizational SizeRoutineness of Tasks TechnologyEnvironmental Uncertainty

Political

TechnologicalSocio-culturalEconomic

Individual Differences

GrowthTolerance of AmbiguityFollowership and LeadershipExpectationsLocus of Control(self belief)


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Why Study Management?

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We all have a vested interest in improving theway organizations are managed.

Better organizations are, in part, the result of goodmanagement.

You will eventually either manage or be managed.Gaining an understanding of the managementprocess provides the foundation for developingmanagement skills and insight into the behavior ofindividuals and the organizations.


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Universal Requirement of Managers

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All Levels in the OrganizationAll Types of Organization: Profit and Not-for-profitSize of OrganizationOrganizational Areas

ManufacturingMarketingSalesFinance

ISAccountingCRM


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How Much Importance Does TheMarketplace Put On Managers?

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Good (effective) managerial skills are a scarcecommodity.

Managerial compensation packages are one measureof the value that organizations place on them.Management compensation reflects the market forcesof supply and demand.

Management superstars, like superstar athletes in professional

sports, are wooed with signing bonuses, interest-free loans,performance incentive packages, and guaranteed contracts.


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Rewards and Challenges for AManager

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RewardsProductivityOpportunity for CreativitySupport, Coach andNurture OthersVariety of PeopleApt Compensation forEffortsSay in Organizational

Outcomes

ChallengesDeal with Variety ofPeopleMotivate in Uncertain andTrying TimesWork HardDevelop Knowledge BaseSuccess Dependent onOthers Productivity

management principles - chapter 01

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