Managing and Managers

An organization consist two or more people who work together in a structured way to achieve a specific goal or set of goals. Goal is the purpose that an organization strives to achieve. An organization can have more than one goal. In order to achieve a certain goal an organization must have a plan and available resources to execute the plan. Management is the process of planning, organizing, leading, and controlling the work of organization members and of using all available organizational resources to reach stated organizational goals. Mangers are the people responsible for directing the efforts aimed at helping organizations achieve their goals.

Managerial and Organizational Performance

How well an organization can be operated, satisfying social responsibilities and others depends on the responsible manager to a large extent. Managerial Performance is the measure of how efficient and effective a manager is - how well he or she determines and achieves appropriate objectives. Organizational Performance is the measure of how efficient and effective an organization is how well it achieves appropriate objectives.

Efficiency and Effectiveness

!fficiency and !ffectiveness are two concepts suggested by "eter #rucker. According to him, Efficiency means $doing things right% Effectiveness means $doing the right thing% In broader sense efficiency means the ability to minimize the use of resources in achieving organizational objectives and effectiveness means the ability to determine appropriate objectives.

The Management Process

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Process is the systematic method of handling activities. A management process is the collective activities of all level of an organization, designed in a systematic way and carried out by the human resource. &he management process includes following four activities' (. "lanning ). *rganizing +. ,eading -. .ontrolling

Planning
"lanning is the process of establishing goals and a suitable course of action for achieving those goals. "lanning helps the organization to determine (/ the objectives )/ resources re0uired to reach its objectives +/ assigning human resources according to the objectives -/ monitoring the activities 1/ corrective actions that are re0uired for unsatisfactory progress

Organizing
*rganizing is the process of engaging two or more people in working together in a structured way to a specific goal or set of goals. Organizational Design &he process of designing organizational goals and allocating resources that is consistent with the organizational structure is called Organizational Design. *rganizing involves arrangement and allocation of a/ 2ork b/ Authority c/ 3 4esources among the members of the organization.

Leading
It is the process of directing and influencing the task5related activities of group members or an entire organization.

Controlling
.ontrolling is the process of ensuring that actual activities conform to planned activities. &he controlling function of management involves' 6(/ !stablishing standards of performance 6)/ 7easuring current performance 6+/ .omparing this performance to the established standards 6-/ &aking corrective action if deviations are detected

Managerial oles and Ty!es of Managers

7anager may have following roles within an organization' (/ Lead the team )/ 7aintain liaison with different stake holders +/ .an be a symbol of certain good traits for others -/ Monitor the activities 1/ 8hare information 9/ Act as a spokesperson :/ &ake the initiatives 8) Handle disagreement 9) Allocate resources (;/ egotiate with the collaborators

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&ypes of managers can be distinguished based on management system and functions of the organization.

&ypes of 7anagers
7anagement ,evels >irst line 7anager 7iddle 7anagers &op 7anagers >unctional and ?eneral 7anagers

7anagement ,evels

1# $irst-Line Managers' 7anagers who are responsible for the work of operating employees only and do not supervise other managers< they are the $first% or lowest level of managers in the organizational hierarchy. 2# Middle Managers' 7anagers in the midrange of the organizational hierarchy< they are responsible for other managers and sometimes for some operating employees< they also report to more senior managers. "# To! Managers' 7angers responsible for the overall management of the organization< they establish operating policies and guide the organization=s interaction with its environment.

 >unctional and ?eneral 7anagers

(. $&nctional Managers' >unctions are the classification referring to a group of similar activities in an organization, such as marketing or operations. $&nctional managers are those who are responsible for just one organizational activity such as finance or human resources management. ). General Managers' ?eneral 7anagers are those who are responsible for all functional activities, such as production, sales, marketing, and finance, for an organization such as a company or a subsidiary.

Management Level and ()ills

A famous management theorist Henri >ayol has identified three basic kinds of skills. (/ Technical ()ill' &he ability to use the procedures, techni0ues, and knowledge of a specialized field. )/ *&man ()ill' &he ability to work with, understand, and motivate other people as individuals or in groups. +/ Conce!t&al ()ill' &he ability to coordinate and integrate all of an organization=s interests and activities.