Management Functions & Management Functions &

PrinciplesPrinciples

• Managerial Environment• Management Processes (Functions)• Managerial Roles• Universality of the Manager’s Job• Managerial Skills• AF Management Perspective• Case Study

OverviewOverview

Managerial Environment Managerial Environment

• Manager: individuals of an organization who direct the activities of others

• Organization: systematic arrangement of people brought together to accomplish some specific purpose

Characteristics

Managerial EnvironmentManagerial Environment

• Management: the process of getting things done effectively & efficiently through & with other people

– Effectiveness: doing the right thing; goal attainment

– Efficiency: the relationship between inputs and outputs; seeks to minimize resource costs

Efficiency vs. EffectivenessEfficiency vs. Effectiveness

Managerial EnvironmentManagerial Environment

Management ProcessesManagement Processes

• Basics– Defining Goals– Establish Strategies– Develop General Plan

• Resource Constraints• Answer (who, what, etc.)• Up-to-date

PlanningPlanning

PlanningPlanning

• Essential Planning Activities– Understand the mission– Focus on desired result– Analyze the operating environment– Involve others in planning process– Divide the project into manageable portions– Determine key objectives– Analyze alternate courses of action– Select best course of action– Publish the plan– Modify as needed

OrganizingOrganizing

4 Steps of Organizing

OrganizingOrganizing

LeadingLeading

• Motivating• Direct activities of others• Select most effective communication channels• Resolve conflicts

ControllingControlling

• Monitor performance• Compare results with standards• Apply corrective action

Management ProcessesManagement Processes

Managerial RolesManagerial Roles

• Interpersonal• Informational• Decisional

Universality of Manager’s JobUniversality of Manager’s Job

• Level in the organization• Profit vs. not-for-profit• Size of organization• Transferability across national borders• Making decisions & dealing with change

Universality of Manager’s JobUniversality of Manager’s Job

• Distribution of time

Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, “The Job(s) of Management.” Industrial Relations 4, no. 2 (1965), p. 103.

First Level Managers: Direct the day-to-day activities of subordinates

Middle Manager: Manage other managers; translate goals of top management into details lower-level managers can perform

Top Manager: Establishes policies that affect all organization members

Managerial SkillsManagerial Skills

• Skills– General

• Conceptual: Mental ability to coordinate interest/activities

• Interpersonal: understand, mentor, motivate others• Technical: Use tools, procedures, techniques• Political: build power base & est. connections

– Specific (behaviors of effectiveness)

Managerial SkillsManagerial Skills

• Skills– General– Specific (behaviors of effectiveness)

• Controlling organizational environment/resources• Organizing & coordinating• Handling information• Provide growth & development• Motivate & handle conflicts• Strategic problem solving

AF Management PerspectiveAF Management Perspective

• Philosophy– Management is a command responsibility– Managers must achieve greatest effect w/ available

resources– Decentralized operations = optimized resources– Centralized resource control is essential

• Policies

AF Management PerspectiveAF Management Perspective

• Philosophy• Policies

– Commanders ensure effective mgmt of human, materiel, & financial resources

– Decentralized operations (central as required)– Organizations, methods, & procedures must be

readily adaptable to changing conditions– Decision-making authority must be decentralized

to improve productivity/job satisfaction

Do Organizations Need Managers, Leaders, or Both?

Case StudyCase Study

• Managerial Environment• Management Processes (Functions)• Managerial Roles• Universality of the Manager’s Job• Managerial Skills• AF Management Perspective• Case Study

SummarySummary