Managers & Management

1. MGT 101 - Principles of Management and Business Managers & Management • Faisal AlSager Week 1

2. Objectives • To recognize the need for managers. • To know the definition of organization and its characteristics • To understand different types of organizational members • To know the factors that reshape and redefine management

3. Who needs managers? • ORGANIZATIONS

4. Organizations?

5. What is an organization? • Organization: a deliberate arrangement of people brought together to accomplish some specific purpose. • Organization characteristics: • Goals: An organization has a distinct purpose, expressed in terms of a goal or a set of goals. • People: who can achieve the purpose of the organization. They make decisions and engage in work activities. • Structure: deliberate and systematic. It defines and limits behaviors of its members.

6. Organizational Members • Managers: • individuals in an organization who direct and oversee the activities of other people in the organization. • Nonmanagerial Employees: • people who work directly on a job or a task and have no responsibility for overseeing the work of others.

7. Management Levels • Top mangers: • Definition: those at or near the top of an organization. • Examples: CEO, vice president, chancellor.. etc. • Middle managers: • Definition: managers found between the lowest and top levels of the organization. • Examples: department head, division manager, store manager.. etc. • First-line managers: • Definition: individuals responsible for directing day-to-day activities of nonmanagerial employees. • Examples: supervisor, team leader, unit coordinator.. etc.

8. Management Level Pyramid

9. Management • Management • the process of getting things done, effectively and efficiently, through other people. • Process • a set of ongoing and interrelated activities.

10. Efficiency and Effectiveness • Efficiency • doing a task correctly (“doing things right”) and getting the most output from the least amount of inputs. • Effectiveness • “doing the right things” by doing those work tasks that help the organization reach its goals.

11. Interrelation between Efficiency and Effectiveness Means Efficiency Ends Effectiveness R E S O U R C E U S A G E G O A L A T T A I N M E N T GOALS Low waste High attainment

12. Scientific Management • Scientific management is the use of scientific methods to define “one best way” for a job to be done.

13. What Managers Do 4 Management Functions Planning Organizing Achieving the organization’s stated purpose Controlling Leading

14. Manager’s Functions:Planning and Organizing • Planning: • defining goals • establishing strategy • developing plans to coordinate activities • Organizing: • determining what tasks are to be done • how the tasks are to be grouped • who reports to whom • where decision are to be made

15. Manager’s Functions:Leading and Controlling • Leading: • motivating employees • directing activities of others • selecting the most effective communication channel • resolving conflicts • Controlling: • monitoring work performance • comparing it with goals • correcting any significant deviations

16. Mintzberg’s Managerial Roles • Managerial Roles: • Specific categories of managerial actions or behaviors of expected of a manager. • Grouped under one three primary headings: • Interpersonal roles • Information roles • Decisional roles

17. Interpersonal Roles • Definition: • involve people (subordinates and people outside the organization) and other duties that are ceremonial and symbolic in nature. • Three interpersonal roles: • Figurehead • Leader • Liaison

18. Informational Roles • Definition • involves collecting, receiving, and disseminating information. • Three informational roles • Monitor • Disseminator • Spokesperson

19. Decisional Roles • Definition • entail making decisions or choices. • Four decisional roles • Entrepreneur • Disturbance handler • Resource allocator • Negotiator

20. Skills that Managers Need • Conceptual Skills • A manager’s ability to analyze and diagnose a complex situation. • Interpersonal Skills • A manager’s ability to work with, understand, mentor, and motivate others, both individually and in groups. • Technical Skills • Job-specific knowledge and techniques needed to perform work tasks. • Political Skills • A manager’s ability to build a power base and establish the right connections.

21. Is the manager’s job universal? • Factors affecting the manager’s job: • Level in the organization • Profit versus Not-For-Profit • Size of organization • Small business: an independent business having fewer than 500 employees and which doesn’t necessarily engage in any new or innovative practices and which has relatively little impact on the industry. • Management concepts and national borders

22. Learning Outcomes • Organizations have three characteristics: 1) Purpose, 2) People, and 3) structure. • Managers lead organizations to their goals using three functions: 1) Planning, 2) Organizing, 3) Leading, and 4) Controlling. • Mangers should be able to get things done efficiently and effectively. • There are 3 roles that managers have: 1) Interpersonal, 3) Informational, and 3) decisional roles. • Four skills that managers have: 1) Conceptual, 2) Interpersonal, 3) Technical, and 4) Political. • Management is not a universal job. It differs based on different factors.