chapter 1, by Abhinav Sharma. roll no. 1

8/7/2019 chapter 1, by Abhinav Sharma. roll no. 1

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INTRODUCTION TO

MANAGEMENT ANDORGANIZATIONS

chapter

1

.

Submitted by:-Abhinav sharma, Roll no. 1PGDRM


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Who Are Managers?

12

A manager is someone who works with and through

other people by coordinating their works activities in

order to accomplish organizational goals.


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Manager level

.

13


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Classifying Managers

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14

First-line Managers

Individuals who manage the work of non-managerial

employees.

Middle Managers Individuals who manage the work of first-line

managers.

Top Managers

Individuals who are responsible for makingorganization-wide decisions and establishing plans and

goals that affect the entire organization.


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What Is Management?

a. Efficiency

Doing things right

Getting the most output for the least inputs

b. Effectiveness

Doing the right things

Attaining organizational goals

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Management Functions

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1. Planning

Defining goals, establishing strategies to achieve goals,

developing plans to integrate and coordinate activities.

2. Organizing Arranging and structuring work to accomplish organizational

goals.

3. Leading

Working with and through people to accomplish goals.

4. Controlling

Monitoring, comparing, and correcting work.


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Management Functions

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MANAGEMENT ROLE

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Interpersonal roles

Figurehead, leader, liaison

Informational roles

Monitor, disseminator,spokesperson

Decisional roles

Disturbance handler, resource

allocator, negotiator


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MANAGEMENT SKILLS

110

Skills Approach

Technical skills

Knowledge and proficiency in a specific field

Human skills

The ability to work well with other people

Conceptual skills

The ability to think and conceptualize about abstract and

complex situations concerning the organization


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Exhibit 15 Skills Needed at Different Management Levels

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111

Conceptual skills

Human skills

Technical skills

TopManagers

MiddleManagers

Lower-level

Managers


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Conceptual Skills

112

Ability to use information to solve business problems

Recognizing problem areas and implementing solutions

Selecting critical information from masses of data

Understanding of business uses of technology

Understanding of organizations business model


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Communication Skills

.

113

Ability to transform ideas into words and actions

Credibility among colleagues, peers, and

subordinates

Listening and asking questions

Presentation skills; spoken format

Presentation skills; written and/or graphic formats


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Effectiveness Skills

114

Contributing to corporate mission/departmental

objectives

Customer focusMultitasking: working at multiple tasks in parallel

Negotiating skills

Project managementReviewing operations and implementing

improvements


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Exhibit 16 Effectiveness Skills (contd)

115

Setting and maintaining performance standards

internally and externally

Setting priorities for attention and activity

Time management


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Exhibit 16 Interpersonal Skills (contd)

116

Coaching and mentoring skills

Diversity skills: working with diverse people and

cultures

Networking within the organization

Networking outside the organization

Working in teams; cooperation and commitment


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How the Managers Job Is Changing117

a) Importance of Customers to the manager job.

Customers: the reason that organizations exist

Managing customer relationships is the responsibility of all

managers and employees. Consistent high quality customer service is essential for

survival.

b) Innovation

Doing things differently, exploring new territory, and

taking risks

Managers should encourage employees to be aware of and

act on opportunities for innovation.


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What Is An Organization?118

A deliberate arrangement of people to accomplish

some specific purpose (that individuals independently

could not accomplish alone).

Common Characteristics of Organizations1. Have a distinct purpose (goal)

2. Composed of people

3. Have a deliberate structure


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Characteristics of Organizations

119

Distinct PurposeDeliberate Structure

People


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The changing organisation

Traditional organistaion

1. Stable

2. Inflexible

3. Job-focused

4. work is defined by jobpositions

5. Individual-oriented

6. Permanent jobs

7. Command-oriented

8. Managers always makedecision

9. Hierarchical relationships

10. Rule-oriented

New organisation

1. Dynamic

2. Flexible

3. Skills focused

4. Defined in terms of tasks tobe done

5. Team-oriented

6. Temporary jobs

7. Involvement oriented.

8. Employees participate

9. Lateral & networkedrelationship

10. Customer oriented

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Why Study Management?121

a) The universality of management

Good management is needed in all organizations.

b) The Reality of work

Employees either manage or are managed.

c) Rewards and challenges of being a manager

Management offers challenging, exciting and creative

opportunities for meaningful and fulfilling work.

Successful managers receive significant monetary rewards

for their efforts.


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Universal Need for Management

122

Management is

neededin.

All sizes oforganisation

Small

large

All type oforganisation

Profit

Not-for-profit

Alllorganisation

levels

Bottom

Top

All organizationareasmanufacturing

marketing

Human resources-AccountingInformation

system


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THANKS

.

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chapter 1, by Abhinav Sharma. roll no. 1

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