Speciality Management

Why Study Management? The Value of Studying Management

The universality of management Good management is needed in all organizations

The reality of work Employees either manage or are managed

Self-employment Running your own business rather than working for

someone else

Organization

Organization is a system which operates through human activity.

Organizations are very complex social formations, their links can’t be described with only one theory.

Organization Theories concerns 3 levels: Macro: cooperation among different organization Mezzo: structures of the organizations, and

influencing factors Micro: behavior of the members of the

organizations, motivation, conflict etc.

•Distinct purpose•Composed of people•Deliberate structure

Common Characteristics of Organizations

The Changing OrganizationTraditional• Stable• Inflexible• Job-focused• Work is defined by job positions• Individual-oriented• Permanent jobs• Command-oriented• Managers always make decisions• Rule-oriented• Relatively homogeneous workforce• Workdays defined as 9 to 5• Hierarchical relationships• Work at organizational facility

during specific hours

New Organization• Dynamic• Flexible• Skills-focused• Work is defined in terms of tasks to be

done• Team-oriented• Temporary jobs• Involvement-oriented• Employees participate in decision making• Customer-oriented• Diverse workforce• Workdays have no time boundaries• Lateral and networked relationships• Work anywhere, anytime

Managers and employees work in a variety of sizes of organizations• Large organizations• Small business

Managers and employees work in a variety of organizations, and the type of organization has an impact on what managers can do

• Publicly held organizations• Privately held organizations• Public sector organizations• Crown Corporations• Subsidiaries foreign organizations (e.g., Sears, Safeway,

General Motors, and Ford Motor Company)

The Types of Organizations

What is Management?

Definition: Coordinating work activities so that they are completed e f f i c i e n t l y and e f f e c t i v e l y with and through other people

Efficiency: getting the most output from the least input

Effectiveness: completing activities so that the organization’s goals are attained.

Management is…

EffectivenessEffectiveness

EfficiencyEfficiencyGetting workdone through

others

Getting workdone through

others

Managerial Roles

Figurehead

Leader

Liaison

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance Handler

Resource Allocator

Negotiator

Entrepreneur

Disturbance Handler

Resource Allocator

Negotiator

Interpersonal Informational Decisional

Management Functions

Planning

Organizing

Staffing

Leading

Controlling

Planning

Organizing

Staffing

Leading

Controlling

Making Things Happen

Meeting the Competition

Organizing People, Projects, and Processes

Making Things Happen

Meeting the Competition

Organizing People, Projects, and Processes

Classical Management Functions

Updated Management Functions

Levels of Management

Top Level Management

Middle Level Management

First-LineManagement

A chief executive officer (CEO) is generally the most senior corporate officer (executive) or administrator in charge of managing a for-profit or non-profit organization.

A chief operating officer (COO) is a position that can be one of the highest-ranking executive positions in an organization. The COO is responsible for the daily operation of the company, and routinely reports to the highest ranking executive, usually the chief executive officer (CEO).

Top Level of Management

Top Level ManagementChief Information Officer (CIO) or Information Technology (IT) Director, is a job title commonly given to the most senior executive in an enterprise responsible for the information technology and computer systems that support enterprise goals. Generally, the CIO reports to the chief executive officer, chief operating officer or chief financial officer. In military organizations, they report to the commanding officer.

Middle level of management

A general manager is a business executive who usually oversees a unit or firm's marketing and sales functions, as well as the day-to-day business operations.

A plant manager oversees all daily operations of a plant. He often is in charge of everything from production and manufacturing to making sure policies and procedures are followed in all departments.Regional managers are employees who are granted jurisdiction and responsibility for specific actions that take place within a given geographical location.

Who Are Managers?

•Manager - Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals

Types of ManagersTop ManagersManagers at or near the top level are responsible for making organization-wide decisions and establishing plans and goals affecting the entire organization

Middle ManagersManagers between the first-line level and the top level of the organization who manage the work of first-line managers

First-line ManagersManagers at the lowest level manage the work of non-managerial employees directly or indirectly involved with the production or creation of the organization’s products.

Top Managers

Responsible for…Responsible for…

Creating a context for changeCreating a context for change

Developing attitudes of commitmentand ownership in employees

Developing attitudes of commitmentand ownership in employees

Creating a positive organizational culture through language and action

Creating a positive organizational culture through language and action

Monitoring their business environmentsMonitoring their business environments

Middle Managers

Responsible for…Responsible for…

Setting objectives consistent with top management goals, planning strategies

Setting objectives consistent with top management goals, planning strategies

Coordinating and linking groups, departments, and divisions

Coordinating and linking groups, departments, and divisions

Monitoring and managing the performance of subunits and managers who report to them

Monitoring and managing the performance of subunits and managers who report to them

Implementing the changes or strategiesgenerated by top managers

Implementing the changes or strategiesgenerated by top managers

First-Line Managers

Responsible for…Responsible for…

Managing the performance of entry-level employees

Managing the performance of entry-level employees

Teaching entry-level employees how to do their jobs

Teaching entry-level employees how to do their jobs

Making schedules and operating plans based on middle management’s intermediate-range plans

Making schedules and operating plans based on middle management’s intermediate-range plans

What Companies Look for in Managers

Technical SkillsTechnical Skills Human SkillHuman Skill

Conceptual Skill

Conceptual Skill

Design SkillDesign Skill

Skills managers need

Technical skills• Knowledge and capabilities to perform specialized tasks

Management often needs to have technical skills in order to communicate effectively with line workers and coordinate efforts.

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.

Core skills and their use in the different levels

Conceptual skills

Human skills

Technical skills

Managerial levels

Lower Middle Top

Rewards and Challenges of Being a Manager