Introduction to management and organizations
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Introduction to Management and Organizations. Chapter 1. Definition of Management by Eminent Authors. According to Lawrence A Appley - "Management is the development of people and not the direction of things".

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Introduction to Management and Organizations

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Introduction to management and organizations

Introduction to Management and Organizations

Chapter1

Instructor: TasawarJaved


Definition of management by eminent authors

Definition of Management by Eminent Authors

  • According to Lawrence A Appley - "Management is the development of people and not the direction of things".

  • According to Joseph Massie - "Management is defined as the process by which a cooperative group directs action towards common goals".

  • In the words of George R Terry - "Management is a distinct process consisting of planning, organizing, actuating and controlling performed to determine and accomplish the objectives by the use of people and resources".

Instructor: Tasawar Javed


Introduction to management and organizations

  • According to James L Lundy - "Management is principally the task of planning, coordinating, motivating and controlling the efforts of others towards a specific objective".

  • In the words of Henry Fayol - "To manage is to forecast and to plan, to organize, to command, to co-ordinate and to control".

  • According to Peter F Drucker - "Management is a multi-purpose organ that manages a business and manages managers and manages worker and work".

  • In the words of J.N. Schulze - "Management is the force which leads, guides and directs an organization in the accomplishment of a pre-determined object".

Instructor: Tasawar Javed


Introduction to management and organizations

  • According to John F M - "Management may be defined as the art of securing maximum results with a minimum of effort so as to secure maximum results with a minimum of effort so as to secure maximum prosperity and happiness for both employer and employee and give the public the best possible service".

  • In the words of Kimball and Kimball - "Management embraces all duties and functions that pertain to the initiation of an enterprise, its financing, the establishment of all major policies, the provision of all necessary equipment, the outlining of the general form of organization under which the enterprise is to operate and the selection of the principal officers. The group of officials in primary control of an enterprise is referred to as management".

Instructor: Tasawar Javed


Management universally

Management Universally

  • Management is a universal process in all organised social and economic activities. It is not merely restricted to factory, shop or office. It is an operative force in all complex organisations trying to achieve some stated objectives. Management is necessary for a business firm, government enterprises, education and health services, military organisations, trade associations and so on.

Instructor: Tasawar Javed


Who are managers

Who Are Managers?

  • Manager

    • Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

Instructor: Tasawar Javed


Classifying managers

Classifying Managers

  • 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 making organization-wide decisions and establishing plans and goals that affect the entire organization.

Instructor: Tasawar Javed


Exhibit 1 1 managerial levels

Exhibit 1–1Managerial Levels

Instructor: Tasawar Javed


What is management

What Is Management?

  • Managerial Concerns

    • Efficiency

      • “Doing things right”

        • Getting the most output for the least inputs

    • Effectiveness

      • “Doing the right things”

        • Attaining organizational goals

Instructor: Tasawar Javed


Exhibit 1 2 effectiveness and efficiency in management

Exhibit 1–2Effectiveness and Efficiency in Management

Instructor: Tasawar Javed


What do managers do

What Do Managers Do?

  • Functional Approach

    • Planning

      • Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.

    • Organizing

      • Arranging and structuring work to accomplish organizational goals.

    • Leading

      • Working with and through people to accomplish goals.

    • Controlling

      • Monitoring, comparing, and correcting work.

Instructor: Tasawar Javed


Exhibit 1 3 management functions

Exhibit 1–3Management Functions

Instructor: Tasawar Javed


What do managers do cont d

What Do Managers Do? (cont’d)

  • Management Roles Approach (Henry Mintzberg)

    • Interpersonal roles

      • Figurehead, leader, liaison

    • Informational roles

      • Monitor, disseminator, spokesperson

    • Decisional roles

      • Disturbance handler, resource allocator, negotiator

Instructor: Tasawar Javed


What managers actually do mintzberg

What Managers Actually Do (Mintzberg)

  • Interaction

    • with others

    • with the organization

    • with the external context of the organization

  • Reflection

    • thoughtful thinking

  • Action

    • practical doing

Instructor: Tasawar Javed


What do managers do cont d1

What Do Managers Do? (cont’d)

  • 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

Instructor: Tasawar Javed


Exhibit 1 5 skills needed at different management levels

Exhibit 1–5Skills Needed at Different Management Levels

Instructor: Tasawar Javed


Exhibit 1 6 conceptual skills

Exhibit 1–6Conceptual Skills

  • Using information to solve business problems

  • Identifying of opportunities for innovation

  • Recognizing problem areas and implementing solutions

  • Selecting critical information from masses of data

  • Understanding of business uses of technology

  • Understanding of organization’s business model

Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

Instructor: Tasawar Javed


Exhibit 1 6 communication skills

Exhibit 1–6Communication Skills

  • 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

Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

Instructor: Tasawar Javed


Exhibit 1 6 effectiveness skills

Exhibit 1–6Effectiveness Skills

  • Contributing to corporate mission/departmental objectives

  • Customer focus

  • Multitasking: working at multiple tasks in parallel

  • Negotiating skills

  • Project management

  • Reviewing operations and implementing improvements

Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

Instructor: Tasawar Javed


Exhibit 1 6 effectiveness skills cont d

Exhibit 1–6Effectiveness Skills (cont’d)

  • Setting and maintaining performance standards internally and externally

  • Setting priorities for attention and activity

  • Time management

Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

Instructor: Tasawar Javed


Exhibit 1 6 interpersonal skills cont d

Exhibit 1–6Interpersonal Skills (cont’d)

  • 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

Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

Instructor: Tasawar Javed


Exhibit 1 7 management skills and management function matrix

Exhibit 1–7Management Skills and Management Function Matrix

Instructor: Tasawar Javed


How the manager s job is changing

How The Manager’s Job Is Changing

  • The Increasing Importance of Customers

    • 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.

  • Innovation

    • Doing things differently, exploring new territory, and taking risks

      • Managers should encourage employees to be aware of and act on opportunities for innovation.

Instructor: Tasawar Javed


Exhibit 1 8 changes impacting the manager s job

Exhibit 1–8Changes Impacting the Manager’s Job

Instructor: Tasawar Javed


What is an organization

What Is An Organization?

  • An Organization Defined

    • A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone).

  • Common Characteristics of Organizations

    • Have a distinct purpose (goal)

    • Composed of people

    • Have a deliberate structure

Instructor: Tasawar Javed


Exhibit 1 9 characteristics of organizations

Exhibit 1–9Characteristics of Organizations

Instructor: Tasawar Javed


Exhibit 1 10 the changing organization

Exhibit 1–10The Changing Organization

Instructor: Tasawar Javed


Why study 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.

    • 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.

Instructor: Tasawar Javed


Exhibit 1 11 universal need for management

Exhibit 1–11Universal Need for Management

Instructor: Tasawar Javed


Terms to know

Terms to Know

  • manager

  • first-line managers

  • middle managers

  • top managers

  • management

  • efficiency

  • effectiveness

  • planning

  • organizing

  • leading

  • controlling

  • management roles

  • interpersonal roles

  • informational roles

  • decisional roles

  • technical skills

  • human skills

  • conceptual skills

  • organization

  • universality of management

Instructor: Tasawar Javed


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