Introduction to management and organizations
Download
1 / 30

Introduction to Management and Organizations - PowerPoint PPT Presentation


  • 128 Views
  • Uploaded on

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".

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Introduction to Management and Organizations' - wren


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
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 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".

  • 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? 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".

  • 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 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".

  • 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 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".

Instructor: Tasawar Javed


What is management
What Is Management? 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".

  • 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 1–2 Effectiveness and Efficiency in Management 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".

Instructor: Tasawar Javed


What do managers do
What Do Managers Do? 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".

  • 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 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".

Instructor: Tasawar Javed


What do managers do cont d
What Do Managers Do? (cont’d) 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".

  • 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) 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".

  • 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) 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".

  • 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 1–5 Skills Needed at Different Management Levels 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".

Instructor: Tasawar Javed


Exhibit 1 6 conceptual skills
Exhibit 1–6 Conceptual Skills 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".

  • 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 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".

  • 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 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".

  • 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) 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".

  • 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) 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".

  • 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 Matrix

  • 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 1–8 MatrixChanges Impacting the Manager’s Job

Instructor: Tasawar Javed


What is an organization
What Is An Organization? Matrix

  • 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 1–9 Characteristics of Organizations Matrix

Instructor: Tasawar Javed


Exhibit 1 10 the changing organization
Exhibit 1–10 The Changing Organization Matrix

Instructor: Tasawar Javed


Why study management
Why Study Management? Matrix

  • 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 1–11 Universal Need for Management Matrix

Instructor: Tasawar Javed


Terms to know
Terms to Know Matrix

  • 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