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Describe what an organisation is and how the concept of organisation has changed. Describe the nature of management, define management and managers and identify their importance to contemporary work organisations.
Identify the core concepts of management. Describe the basic management functions and the management as a process.
Describe the types of managers, roles performed by them and the requisites to become effective managers.
Identify the emerging characteristics of new work organisation.
BUS1320 Introduction to Management Department of Business Administration 2
Session 01 - Contents
What is an organisation? Common features of an organisation Different perspectives on organisations Why we need organisations? What is a business organisation? Classification of business organisations Objectives of organisations
BUS1320 Introduction to Management Department of Business Administration
What is an Organisation ?
An Organisation - Definitions
A group of people who work together in a structured way for a shared purpose
(Cambridge Advanced Learners Dictionary)
An organisation is a two or more people who work together in a structured way to achieve a specific goal or set of goals.
(Stoner and Freeman,2009)
An Organisation is
a socio-economic entity.
This perspective views that organisations are entities which engaged in social as well as economic activities.
An Organisation is
a social sub-system.
This perspective views an organisation as a subsystem of the society.
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What is a System ?
A system is an assemblage of interacting and interdependent components working together to achieve a common goal.
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Organisation as a System
System perspective views the organisation as a unified, purposeful system composed of interrelated parts.
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Provision of means to achieve human needs Organisations create and preserve knowledge
Organisations make the whole society
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What is a Business ?
A business is an any economic activity carried out to satisfy human needs and wants.
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Business Organisation
A business organisation is a collection of individuals and deliberately structured entity which produces goods and/or services utilising limited resources to achieve its specific goals and objectives.
Apply to all organisations: for profit, non-profit and not-for profit.
BUS1320 Introduction to Management Department of Business Administration 17
Classification of objectives
Objectives can be classified based on the level of significance and time horizon.
Trade Unions
Political Parties
Competitors
Business Organisations
Suppliers
Educational Institutions
Customers
Financial Institutions
Trade Associations
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Thank You
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Session 02 - Contents
What is management? Management as a process Management is an Art or a Science? Core concepts of management Why management?
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Business
Organisation
Management
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What is Management?
There is no universally accepted definition of Management.
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Management Definitions
Definition 1
Definition 2
Management is the art of getting things done through and with people in formally organized group.
(Koontz)
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Management Definitions
Definition 3 Management is the process of planning, organising, commanding, coordinating and controlling.
(Fayol,1930)
Definition 4 Management is the process of planning, organising, leading and controlling, the efforts of organisation members and of using all other organisational resources to achieve organisational goals.
(Stoner and Freeman,2009)
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Management Definitions
Definition 5
Management is the attainment of organisational goals in an effective and efficient manner through planning, organising, leading and controlling organisational resources.
(Daft,2012)
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Hence, Management can be broadly defined as a process of planning, organising, leading and controlling the limited resources efficiently and effectively to achieve predetermined goals and objectives in an ever changing business environment.
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Management in Organisations
Environment
Planning
Inputs from the environment Human resources Financial resources Physical resources Information resources
Organizing
Goals Attained
Efficiently Effectively
Controlling
Leading
(Source: Adapted from Van Fleet, David D., Contemporary Management, Second Edition.)
BUS1320 Introduction to Management Department of Business Administration 3131
( Core Concept is a notion or an idea, and in this context it refers to the key terms used to define and understand what management is?)
Resources
An organisations resources include, Human Resources Financial Resources Physical Resources Information Resources
(Griffin,2012)
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Efficiency
Doing things right
(Drucker,2010)
A measure of how well or how productively resources are used to achieve a goal.
(Jones and George, 2009)
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Effectiveness
Doing the right thing
(Drucker,2010)
A measure of the appropriateness of the goals an organisation is pursuing and of the degree to which the organisation achieves those goals.
(Jones and George, 2009)
BUS1320 Introduction to Management Department of Business Administration 35 35
(John R. Schermerhorn)
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Productivity
Productivity is the relationship between the output generated by a production or service system and the input provided to create this output.
Productivity = Efficiency + Effectiveness
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Management as a Process
Planning
Controlling
Organizing
Leading
BUS1320 Introduction to Management Department of Business Administration 39 39
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Management as a Science
Science is a body of knowledge pertaining to a specific field of study. It contains theories, principles and facts.
Management as an Art
Art implies the application of knowledge and skills to bring about the desired results.
Why Management?
To maximise the utilisation of scarce resources To face the increasing competition for inputs and outputs To enhance the quality of the products and services To adopt/plan for the changes in the business environment
The ultimate aim of management is to enhance the organisational productivity and performance.
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Thank You
BUS1320 Introduction to Management Department of Business Administration 45 45
Session 03 - Contents
Managers Who is a manager? Types of managers Managerial skills Managerial roles Characteristics of new work organisations Challenges faced by modern-day managers
BUS1320 Introduction to Management Department of Business Administration 46 46
Who is a Manager?
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Manager/s
The people responsible for directing the efforts aimed at helping organisations achieve their goals. (Stoner, Freeman and Gilbert, 2008)
Someone who coordinates and oversees the work of other people so that organisational goals can be accomplished. (Robbins and Coulter, 2012) Someone whose primary responsibility is to carry out the management process.
(Griffin,2012)
In general we can define a manager as someone who performs management functions in an organisation.
BUS1320 Introduction to Management Department of Business Administration 48 48
Types of Managers
The Managerial Levels
First line managers Middle managers Top managers
BUS1320 Introduction BUS1320 Introduction to to Management Management Department of Business Business Administration Department of
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Middle managers
Individuals at levels of management between the first-line manager and top management
Top managers
Individuals who are responsible for making decisions about the direction of the organisation and establishing policies that affect all organisational members
BUS1320 Introduction to Management Department of Business Administration 51 51
Production Manager
Marketing Manager
Finance Manager
HR Manager
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General manager The individual responsible for all the business functions in an organisation.
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Staff managers use technical expertise to advise and support the efforts of the line managers and workers .
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Managerial Skills
Managerial skills is generally a pre-requisite for management success. (Certo and Certo 2009) What type of skills do managers need?
Robert L. Katz proposed that managers need three critical skills in managing an organization. Conceptual skills Human skills Technical skills
BUS1320 Introduction to Management Department of Business Administration 55 55
Managerial Skills
Conceptual skills: the ability to analyze and diagnose a situation and find the cause and effect. Human skills: the ability to work well with other people individually and in a group.
Technical skills: the job-specific knowledge required to perform a task. Common examples include marketing, accounting, and manufacturing.
All three skills are enhanced through formal training, reading, and practice.
BUS1320 Introduction to Management Department of Business Administration 56 56
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Interpersonal Roles
Figurehead Leader Liaison
Informational Roles
Monitor Disseminator Spokesperson
Decisional Roles
Entrepreneur (Innovator) Disturbance Handler Resource Allocator Negotiator
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Interpersonal Roles
Roles managers assume to coordinate and interact with employees and provide direction to the organisation.
Figurehead role: Perform ceremonial and symbolic duties such as greeting visitors, signing legal documents. Leader role: Direct and motivate subordinates, train counsel and communicate with subordinates.
Liaison role: Maintain information links and coordinate people inside and outside the organisation to help achieve goals.
BUS1320 Introduction to Management Department of Business Administration 60 60
Informational Roles
Associated with the activities needed to obtain and transmit information for management of the organisation.
Monitor role: Seek and receive information from both the internal and external environment.
Disseminator role: Forward information about the changes taking place in the external and internal environment to the organisation members. Spokesperson role: Transmit information through speeches and reports to outsiders of the organisation.
BUS1320 Introduction to Management Department of Business Administration 61
Decisional Roles
Associated with the methods managers use to plan strategy and utilize resources to achieve goals.
Entrepreneur role: decide and initiate projects; identify new ideas, delegate idea responsibility to others.
Disturbance handler role: assume responsibility for handling an unexpected event or crisis.
Resource allocator role: assign resources between functions and divisions, set budgets of lower managers.
Negotiator role: seeks to negotiate solutions between other managers, unions, customers, or shareholders.
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Forces technology markets workforces pace events Characteristics resources work workers
Management competencies Leadership dispersed, empowering doing work by teams relationships collaboration design experimentation, learning
BUS1320 Introduction to Management Department of Business Administration
(Daft, 2012)
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Thank You
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