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Managing and the Manager’s Job. Learning Objectives. What is Management. Management Process. Kinds of Managers. Basic Managerial Roles and Skills. Organization. A group of people working together in a structured `and coordinated fashion to achieve a set of goals.

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learning objectives
Learning Objectives
  • What is Management
  • Management Process
  • Kinds of Managers
  • Basic Managerial Roles and Skills
organization
Organization
  • A group of peopleworking together in a structured `and coordinated fashion to achieve a set of goals
slide4

Organization Resources

Physical

Human

Financial

Information

slide5

Goals

Management

Physical

Human

Financial

Information

slide6

Goals = Output

Management = Process

Physical

Human

Financial

Information

Input

slide7

Management

Set offunctions directed at the efficient and effective use of resources in the pursuit of organizational goals

slide8

Goals

Management

Planning & Decision - making+ Organizing + Leading + Controlling

Physical

Human

Financial

Information

slide9

Goals

Measurement : Efficient + Effective

Management

Planning + Organizing + Leading + Motivating + Controlling

Physical

Human

Financial

Information

efficient
Efficient

Using resources wiselyand in acost-effectiveway

effective
Effective
  • Making the right decisions and successfully implementing them
efficient effective case
Efficient - Effective Case
  • The Accounting department in XYZ company consists of five accountant clerks and one manager. The CEO decided to downsize the Accounting Department by dismissing two clerks. The company is planning to buy a computerized accounting system. The cost of the two accountants is BD1000 per month while the one-time cost of the computerized system is BD1200.
efficient effective case13
Efficient - Effective Case
  • Assumption: Other factors are constant
  • Using the above information only what would you use to describe it
    • Efficient
    • Effective
slide14
Scenario (A)

The system proved to be a failure in recording the accounting transactions.

Using the information in scenario (A) only what would you use to describe it: Efficient

Effective

Inefficient

Ineffective

slide15
 Scenario (B)

The system proved to be a success in recording the accounting transactions and in cutting costs.

Using the information in scenario (B) only what would you use to describe it

Efficient

Effective

Inefficient

Ineffective

slide16

Goals

Management

Planning & Decision-making + Organizing + Leading Controlling

Physical

Human

Financial

Information

slide17

Organizing

Leading

Managerial

Functions

Planning

& D-M

Controlling

managerial functions mgt process
Managerial Functions / Mgt Process
  • PLANNING
    • Setting organizational goals and deciding how best to achieve them
planning
Planning

Goals

Plan

Plan

Plan

decision making
Decision-making
  • Part of planning
  • Selecting Action
organizing
Organizing
  • Determining how best to group resources and activities
organization chart

President

Computers

Software

Manufacturing

Finance

Marketing

Marketing

Finance

Design

Dallas

Phoenix

Chicago

St. Louis

Industrial sales

Consumer sales

Northwest U.S.

Southwest U.S.

Central U.S.

Southeast U.S.

Northeast U.S.

Organization chart
leading
Leading
  • Motivating members of the organization to work in the best interest of the organization
controlling
Controlling
  • Monitoring and correcting ongoing activities to facilitate goal attainment
slide25

Grouping

Resources

& Activities

Influencing &

motivating

employees

behavior

Managerial

Functions

Goals

&

Plan

Regulating

& Evaluating

performance

slide26
Do the managerial functions occur in a step-by-step fashion?
  • Can a manager be engaged in several different activates simultaneously?
ups managerial functions case
UPS Managerial Functions Case
  • Public company
  • Managing e-commerce Deliveries
  • CEO – James Kelly
planning28
Planning

Goals

&

Plan

  • A top priority is building UPS into the leading shipper of on-line purchases to many destinations
  • Decided to invest in new technology to track packages
organizing29
Organizing

Grouping

Resources

& Activities

  • James Kelly – CEO , Top manager
  • Other managers and employees
  • Two businesses: Air express + Ground shipping
  • UPS combined its air express and ground shipping businesses so customers can arrange for any delivery with one phone call
leading30

Influencing &

motivating

employees

behavior

Leading
  • Top managers forged connected with other managers and employees and learned to works and what doesn’t when dealing with employees
  • They brought all the employees to belief and live the vision of the organization. They inspired employees to stretch their performance to the maximum.
  • Employees Profit sharing scheme
controlling31
Controlling

Regulating

& Evaluating

performance

  • UPS managers request daily track reports to follow and check the delivery and the productivity of each employee
identify the base of the following managerial classifications
Identify the base of the following managerial classifications
  • Top managers
  • Marketing Manager
  • Accounting Manager
  • Accounting Supervisor
  • Head of IT
  • First-line Manager
  • Head of Public Relations
  • Finance Chairperson
  • Chief Executive Officer
identify the base of the following managerial classifications33
Identify the base of the following managerial classifications
  • Top managers
  • Marketing Manager
  • Accounting Manager
  • Accounting Supervisor
  • Head of IT
  • First-line Manager
  • Head of Public Relations
  • Finance Chairperson
  • Chief Executive Officer
kinds of managers by level and area

Levels of Management

Top managers

Middle managers

First-line managers

Other

Finance

Marketing

Operations

Administration

Human resources

Areas of Management

Kinds of Managers by Level and Area

Figure 1.3

kinds of mangers
Kinds of Mangers
  • Levels of the organization
    • Top
    • Middle
    • First-line
  • Area of Specialization
    • Marketing
    • Finance
    • Operation
    • Human Resources
    • Administration
    • Others
top managers

Levels of Management

Top managers

Middle managers

First-line managers

Other

Finance

Marketing

Operations

Administration

Human resources

Areas of Management

Top Managers
  • Small group of executives
  • Control the organization
  • Major Decisions
  • Set the organizational goals and strategy

& Operating Policies

  • CEO
middle managers
Middle Managers
  • Implement top managers goals and strategies
  • Supervising and coordinating the activities of lower-level management
  • Largest group of managers
  • Plant manager, operation, Heads of Departments
first line managers
First-line Managers
  • Oversee the day-to-day operation
  • Direct supervision of non-managerial employees (operating employees)
  • Supervisor, Office Manger
areas of management
Areas of Management
  • Marketing Manager
  • Financial Manager
  • Operating Manager
  • Human Resources Manager  
  • Administrative Managers
  • Other Kinds of Managers
marketing manager
Marketing Manager
  • Works in areas related to the marketing function and helps to get customers
financial manager
Financial Manager
  • Deals primarily in the financial resources and are involved in activities such as accounting, cash management, investment.
operating manager
Operating Manager
  • Concerns with creating and managing the systems that create an organization’s products and services.
    • Production control
    • Inventory control
    • Quality control
    • Plant site selection and layout
human resources manager
Human Resources Manager
  • Responsible for hiring and developing employees.
    • Selection and Recruitment
    • Training and development
    • Compensation and benefits
    • Performance appraisal
    • Discharging
administrative managers
Administrative Managers
  • Generalists who have some basic familiarity with all function areas of management rather than specialized training in any one area.
other kinds of managers
Other Kinds of Managers
  • PR Public Relations
  • R & D Research & Dev.
  • IT Information Tech.
managerial roles
Managerial Roles
  • Interpersonal Roles
  • Informational Roles
  • Decisional Roles
interpersonal roles
Interpersonal Roles
  • Attending Eid Ceremony in the King Palace FIGUREHEAD
  • Encouraging employees to improve productivity LEADER
  • Coordinating activities of two project groups LIAISON
interpersonal roles48
Interpersonal Roles
  • Attending Eid Ceremony in the King Palace FIGUREHEAD
  • Encouraging employees to improve productivity LEADER
  • Coordinating activities of two project groups LIAISON
information role50
Information Role
  • Scanning industry reports to stay abreast of development MONITOR
  • Sending memos outlining new organizational initiatives DISSEMINATOR
  • Making a speed in a formal setting SPOKESPERSON
decisional roles
Decisional Roles
  • Developing new ideas for innovation - ENTREPRENEUR
  • Resolving conflict between two subordinates DISTURBANCE HANDLER
  • Reviewing and revising budget requests RESOURCE ALLOCATOR
  • Reaching agreement with a key supplier NEGOTIATOR
managerial skills
Managerial Skills

Define managerial skill and how does it differ than ‘managerial functions’ and ‘managerial roles”?

managerial skills54
Managerial Skills
  • Technical Skills
  • Interpersonal Skills
  • Conceptual Skills
  • Diagnostic Skills  
  • Communication Skills
  • Decision-making Skills
  • Time-Management Skills
technical skills
Technical Skills
  • Skills necessary to accomplish or understand the specific kind ofwork being done in an organization
interpersonal skills
Interpersonal Skills
  • Ability tocommunicate with, understandand motivate both individuals and groups
conceptual skills
Conceptual Skills
  • Ability tothink in abstract terms
  • How the parts integrate
  • ‘Holistic View’ of the organization.
diagnostic skills
Diagnostic Skills
  • Ability to analyses symptoms, causes of a situation and
  • Visualized the most appropriate response
communication skills
Communication Skills
  • Ability to both effectively convey ideas and information to others and effectively receive ideas and information from others
decision making skills
Decision-making skills
  • The manager’s ability to recognize and define problems and opportunities correctly and then to select an appropriate course of action to solve problems and capitalize on opportunities
time management skills
Time-Management Skills
  • Ability to prioritize work, to work effectively and to delegate appropriately