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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

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

slide3

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

slide4

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 1–1 Managerial 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

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 1–3 Management 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 6 conceptual skills
Exhibit 1–6 Conceptual 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 1–6 Communication 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 1–6 Effectiveness 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 1–6 Effectiveness 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 1–6 Interpersonal 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

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

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

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

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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