Managers

1
Chapter 1
MGT 330 Principles Of Management

• Managers
• and Management

2
Who Are Managers Where Do They Work ?

• What is an organization?
• A systematic arrangement of people to accomplish
  some specific purpose.

3
Common Characteristics of Organizations
Structure
Goals
People
4
Organizational Levels

• Managers
• Direct the activities of others
• top managers
• middle managers
• first-line managers (supervisors)
• Operatives
• Work directly on a job or task and have no
  responsibility to oversee the work of others.

5
Organizational Levels
6
What Is Management ?

• The process of getting things done, effectively
  and efficiently, through and with other people
• Objective - attain organizational goals
• Efficiency - doing things right
• Effectiveness - doing the right thing !

7
Efficiencyand Effectiveness
Ends Effectiveness
Means Efficiency
Goals
G O A L A T T A I N M E M T
low waste
high attainment
R E S O U R C E U S A G E
8
What Do Managers Do ? Four Functions of
Management

• Planning
• Organizing
• Leading
• Controlling

9
Management Functions
Organizing Determining what needs to be done, and
who is to do it.
Leading Directing and motivating all involved
parties and resolving conflicts
Planning Defining goals, establishing strategy,
and developing subplans to coordinate activities
Achieving the organizations stated purpose
Controlling Monitoring activities to ensure that
they are accomplished as planned
10
Is the Managers Job Universal ?

• Different types of organizations? Different
  managerial levels? Different sized
  organizations?
• Yes!
• Differences are of degree and emphasis but not of
  function.
• Caveat non-market, non-Western cultures.

11
Four Managerial Functions
First-Level Managers
Middle Managers
Top Managers
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Importance of Managerial Roles
Importance of Managerial Roles
Small Firms
Large Firms
High
Allocator
Spokesperson
Liaison Monitor Handler Negotiator
Entrepreneur Figurehead Leader
Moderate
Entrepreneur
Disseminator
Low
13
Mintzbergs Managerial Roles

• Interpersonal
• Figurehead
• Leader
• Liaison
• Informational
• Monitor
• Disseminator
• Spokesperson
• Decisional
• Entrepreneur
• Disturbance Handler
• Resource Allocator
• Negotiator

14
Question

• Are effective managers also successful managers?

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The Four Managerial Activities

• 1. Traditional Management
• decision making, planning, controlling
• 2. Communication
• exchanging information, paperwork
• 3. Human Resource Management
• motivating, disciplining, training, staffing
• 4. Networking
• socializing, politicking, interacting

16
Distribution of Time per Activity by Average,
Successful, and Effective Managers
13
29
28
32
48
11
20
19
Average Managers
Successful Managers
Communication
19
Human Resource Management
44
11
Networking
26
Traditional Management
Effective Managers
Legend
17
The Four Critical Competence Skills

• Conceptual
• Human
• Technical
• Political

18
Why Bother? Why Study Management?

• The power of organizations in our lives and our
  vested interest that they be well managed.
• You will either manage or be managed
• Insight into your bosss behavior
• Insight into your own abilities and a foundation
  to develop skills.

19
How Do We Study Management

• The Process Approach
• Management Functions
• The Systems Approach
• Interdependent and interrelated parts make a
  whole
• Open Closed
• The Contingency Approach
• Dependent on situational variables

20

• Questions Answers

21
Chapter Check

• 1. What is the difference between managers and
  operative employees?
• 2. What is meant by the terms organization and
  management?
• 3. What is the difference between efficiency and
  effectiveness?
• 4. What are the four basic functions of
  management?
• 5. What are the three levels of managers and the
  primary responsibility of each group?

22
Chapter Check

• 6.Name the roles performed by managers?
• 7.What are the four skills necessary for becoming
  a successful manager?
• 8. Is the managers job generic?, Why?
• 9. What is the value of studying management?
• 10.What are the process, systems, and contingency
  approaches to the study of management?