The Nature of Management

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The Nature of Management

• Lecture 1

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Characteristics of Organizations

• Combining of individual efforts in pursuit of
  certain common purposes or organizational goals
• Division of labor
• Hierarchy of authority

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Management defined

• The process of integrating resources and tasks
  toward the achievement of stated organizational
  goals
• Responsibility for Performance

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Process

• A series of actions or measures
• A method of operation

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Bzzzzzzzz
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splat!
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SPLAT!!!!!!!
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Effectiveness
The degree of success in accomplishing a task
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Efficiency

• The minimal use of resources in accomplishing a
  task

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Line Management
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Line Management

• Directly involved in the production of the
• organizations product or provision of its
• services.

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Line Management

• Direct authority to act or command or do

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Staff Positions
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Staff Positions

• Not directly involved in the production of
• the organizations product or provision
• of its services.

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Staff Positions

• No right to act or command or do

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Authority
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Authority

• Right to Act or Command or Do

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Responsibility

• Obligation to Act or Command or Do

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Parity

• When the level of Authority equals the level of
  Responsibility

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Classical View of Authority
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Behavioral View of Authority
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Major Management Functions

• Planning
• Organizing
• Directing (Leading)
• Controlling

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Planning
Organizing
Directing
Controlling
The process of deter- mining specific goals (what
you want to achieve) and steps to reach the goals.
Set up the groups, allocate resources and assign
work in order to achieve goals.
Influencing people to act or not to act in a
certain way.
Monitoring performance and making required
corrections
Monitoring and correcting activity
Means to Achieve Targets
Setting Targets
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Planning

• Evaluating environmental forces and
  organizational resources
• Establishing a set of organizational goals
• Developing strategies and plans to achieve the
  stated goals
• Formulating a decision making process

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Organizing

• Developing the structure of the organization
• Acquiring and training human resources
• Establishing communication patterns and networks

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Directing

• Motivating employees (members of the
  organization)
• Influencing employees to perform
• Forming effective groups
• Improving job performance

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Controlling

• Determining elements of a control system
  (performance standards)
• Evaluating and rewarding employees performance
• Controlling financial, information, and physical
  resources

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Minor(?) Management Functions

• Staffing
• Coordinating

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Supervisory Skills

• Technical Skills
• Specialized knowledge and expertise
• Human Relations Skills
• Ability to work effectively with others
• Conceptual Skills
• Decision Making Skills
• Ability to analyze information and make a decision

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SWOT Method

• SWOT
• Strengths
• Weaknesses
• Opportunities
• Threats

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Shrinking and Diverse Workforce

• 4 Unemployment-- 6 considered full employment
• Technologically literate
• Increasingly diverse and non-traditional--race,
  culture, and gender
• More part-time
• Family leave

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Employee vs. Supervisor

• Are told what to do
• Focus on the job
• Paid by the hour
• Work left at the office
• Member of a group
• Separated from upper managment

• Tell others what to do
• Oversee many jobs
• Paid a salary
• Often take work home
• Outside the group
• Direct contact with upper management

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So You Want to be a Supervisor

• Demonstrate technical skills
• Demonstrate leadership skills by acting as an
  informal leader
• Hard working
• Conscientious
• Good communicator
• Express an interest in becoming a supervisor

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Role of Supervisor

• Positive Attitude
• Loyal
• Fair
• Good Communicator
• Able to Delegate