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I;;:; •
l-<l •
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Introduction

1 j: to

..
Management

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--
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p:

h'
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'7
1"·Dti··
I':. e IDlhon 0fM anagement
I~ .
I "'= • IiJIt is tile process of assuring that the
I:..: program and objectives oftile
I....· organizations are implemented as
1- •
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-
1- •
. planned.

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,
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®Another Definition ....?

<.;' II A set of activities
(including planning llJK1
-'
""j'
decision making,
oraanizing, lending, and
•
..
controlling) directed at an

-- '
or&8I1izalion's resources
(human, fmancial,

.
-- '•
physical, and
inIonnaliooal) \l,;th the
IIim ufachicving
orgllllialionaJ pis in lll1
• cfficicnllU'lll effective
• ~.
>
•

;­
1 <. •a Effi'
I':; ectIve VS. EffilClent
.
I~ . "Effective
l;t .. == doi.ng right things
I: : ~Efficient ... doing those things right!
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-- ..
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2
/.
-.,.
- Management Principles

<.. .Successful managers perform five basic

~anaierial functions to achieve corporate goals:

Planning
~

Stalling

)
 , •
-'.• M anagement F
"" '
unctions
1
-
<. Clas.lcill Updated
Management Function, MilnOlQement Functlon.e

I:I­ Planning Making Things Happen

I:- Controlling

Organizing
Meeting the Competition

Organizing People,
-
-
1=

Leading
Projects, and Proc•••e.

Leading

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I~: What Is an Organization?

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I~
,
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.
•
.,A group of people working together in a
structured and coordinated fashion to
1- • achieve a set of goals.
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- .•
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•

1- ­
--
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4
 •.. Organizations as complex networks of
-. interacting subsystems.

• .... ­
N,"::,=:::_
-""'" -,
•
- ••
--'-'
-......•
•
-
•
• •
•

•• Figure 1.1: Management in

: Organizations
•

• •
•

,.
a'. Figure 1.2: The Managerial
.....
~
Process
.....­
-­
~.

-'•
•
•
_ -­
...... _­ -­
...,;"g .",...

.....,,.....,-
_.­
. ..... be:': -.... ­
....
01........

--' . .••,. ....• '-

'){'

....,>+..... /" "", ~'""'....

~

"

I~
-•
i~ : ®Who Is the Manager?
....
1'< • I. College Dean?
I~ : 2. Police officer?
I....... 3. Surgeon?
: ~ : 4. Web-designer?
- • 5. Football coach?
•• 6.
I: •
I~ •
Chef'?

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6
 / .
-- .
::- : ®The Manager's Job Is To:
PLAN:
- A manager c-annot operate eflectively unless he
or she has long range plans.
A plan for each day's work:
-,• - What is to be done, and why do it?
- ••
- - Wh~n is it to be done, and how will it be done'!

-• - Who is to do the job?

- Where should it be done?

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I~ : ®The Manager Must Organize
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I~ • .T 0 carry oul a plan.
I~ : .,Then organization is needed.
I.... • IIA team must be formed.
I: : lEach job must be carefully dermed in tenns
_. of what is to be done.
I"': Establish delegation of responsibility.
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 The Three Informational (Leading)
Roles

.,'
...,' iJ (Monitor - bwk only)
c-;.
• :J (Disseminator - book)
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-.. • I:' (Spokesperson -
-.
book)

•
•
•
•
• "

- .
_ : ®The Manager Must Control
•
• Control means?

: I=t A method of checking

• up to fmd whal has

• been done and what
•
must be done.

,. !J A manager must know

• how well employees
• are performing.
•
•
• "

-- ..Levels of Man
-•
.;"'.
.. TopL....aN~

•
General Mgr
Plant Mgr

.
•
- f"'-""
-M~~
Regional Mgr

Office Manager
• Shift Supervisor
• Department Manager
Team Leader
•
• "

- •• Mana "'er"'s'--­ ---,

•
• Rsspons/ble for...
•
•
• Creating a context for change

•
• Developing attitudes of commltn\ent
and OWMI'IIJl.jP In employee.
• ...
•
~ ~

'1, III,!" I" "" I (-II' 1,1,' 1Ir_I<' 1

• "11''',11'',,1',.1,,, ""L"\" ,I,: ", ",
•
• Monitoring their bUllnes. environments

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 Responsible for...

Setting objectivIIJ conlilteni with top

manlgemenl goals, planning Itrllegles

Coordinillng and linking groupe,

•
departrn.nb, and dIvisions
•
•
•

• Implemendng the chang'l or Itr.lteglol

gonerated by top man.gel'$ ,

~= ~,,=::!~

/ •
• First-Line Managers

•
Responsible for...
•

• Managing the perfonnance of

•
entry_level employees
•

• Te.chlng entry·revel employ"s

•
how to db th,lr jobs
•
•
•
•
~3.
•

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 .
-.
/

- Team Leaders

Responsible for...

-- .
Flcllltatlng t,,'!.m perfomulnce
..,'
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•
•
•
oJ".

- .: Kinds of Managers
Managing lit Different

Levels of the organization:

Top Managei'll

• • SmaIIlfOIIIII ore~",\I!lvn Who

• ...-~ tIM: <JVmIll

• orpnlulion. w stnttlic levtl.

,. Middle Managers

• • A 13lit $l'oop that impltme1lf

tIM: .trmcg;a o:Io:wloped. 111M

•
• '00

• n

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-.a:. Kinds of Managers
-
First-Line Managers

- SlIpentise and

• coordinate the

• w;livitics of OPCnrtinll

- .•
• empluyces.

•
•

•
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,
Managerial Skills
lIP In addition to fulfilling

roles, managers nlso nud

• a nwnbcr of specific

skills.

• [!II The must fundamental

• manag~lI1Cnt skills are:

• _ T<:<:hnioKl

•• - Int~al
C~l

• - Diognostic

- CommuoicaliOll

• _ O"..,i.H>n.makitl~
• - Time-monagcm<;nt
-• "

/ •
• Technical Skills
•• [;J Necessary to
• accomplish or
•• understand the specific
kind of work being
• done.
•• ;II These skills are
• especially. important
• for fir.;t line managers.
•
••

IJ

 / .
-- . Interpersonal Skills
",.
~.
~. iIlI The Ibilit)' to
-' communic:lle ....i th,
lIIIders!lIIld, Dod motivate
-' both individuals and
-'• groups.
•
• - """ -­
• IiIi Be able 10 &et along y,ith:
- T1Iosc II hiJ,l>or l.v.1I

-. "

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- '":'
Conceptual Skills
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I.;; • i1A lnlllUlger's ability 10
1 ~ '. think in Lhe abstract.
I "'" IfThc menlal capacity to:
I..... - lJr>tlerstand Drpniwiooal
1-'.
I_
_., . l""11 and ita .... irunrnent.
- How tho orpnbo..oon i.

,
1- _.
1-=1 •
_ """""'"
Vie~

5)'Slem.
1br orpnlUtlon ...

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 Diagnostic Skills
~.
•
-"

..,0
II\! Skills that enable II
•• manager to visuulize
-"
the mOSl appropriate
" response to a situation.

-
"

-
""
"

- .•
" "o Communication Skills
• g Abothmanager's abilities
" to effectively
" convey ideas and
" information to others
" and to effectively
" receive ideas and
" infonnation from
" others.
"
"
" •

"

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.
Decision-Making Skills
~
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. iii A manager's ability to
correctly recognize
and define problems
, and opportunilies and
•, to then select an
appropriate course of
• al.:tion LO solve
• problems and
• capitalize on
opportunities.

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•
: Time-Management Skills
•,
, IThc manager's ability

• to prioritize work, to

• work efficiently, and

• to delegate

•• appropriately.
•
•
•

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, .
<. 'B ecorrung
::, . a M anager

3:
"':'li:
IIHow dues one acquire the skills necessary
to blend the science and art of management

..
:.
--
to become successful manager?

-.
-- ,,
.; ,
~:

~ : Figure 1.4: Sources of

4' 0''''

'

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:,
So<.>nd educational
bn~ eontln\lled

. .
1i1"'lon\IlIdllColtioNl
~

""""",
~
-

-
Ini!YliOb~
T

KquiollIonlnd

""""""'" ..
"tUlrallon ofb..ic
,

:
eontinued npo!'!'iooncn
~ • variety 01
jobHilgomenU

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 The Nature of Management
, -
The manager's job is

fraught with:

- Uncertainty
• 'G7
-- ..
• - Change

- Interruption

-.
- Fragmented activities
-'
•
-.
•
"

• A Manager Must be a Leader of

: Employees
.. ,It
..
IDl:llIl$ overseeing the
telllll by influencing the
• employees to get the job
• <kmo.
• Ii Molivatinacmployees.
• II Cn:ating lID cn\'UulUllent
• that m.ak" employees
• work cffK:icnlly.
• • Managers gel clilploycc.s
• to put forth their best
... effort.
• •

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 Difference between
1"'-' • a Leader and Manager
-
.....
I."A ..

::: ~Making sure the work is done by

-..... others is the accomplishment of a
• •

--- ."
- MANAGER;

-__ "• !llnspiring others to do better work is

I:: .

,-
,~ . the accomplishment of a LEADER.

I; ':" Traits of Leader Manager

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I'" • II Leader managers are long-term
I::: thinkers who see beyond the day's
1-· crisis and the quarterly report;
1- •
•
1- • IiJThey constantly reach beyond their
i:: specific area of influence
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 "" -;-' Traits of Leader Manager
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0
0
• They put heavy emphasis on vision,

values, And motivation;

1- • ~They have strong political skills to cope

1- • with conflicting requirements of
- .
•
multiple constituents;
fJThcy don't accept status quo.
i: :
I~
-'•
1 ~..=.. "

1 ""00
• Arc leaders born?
1
1< •
I~ j-noiu or II. Indio" LEADER:
I~ •
I- •. Is born with leadership qUlllitiuj
I· •. Hu !ccn Indenhip llIodelw lhl'(lugbout life;
1­
,.
-.
~. Hu learned lidded leaduship lhruugb training;
Has 8tlr-disdJlline to ~toll:le llilful leader.

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•
It

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•

..
-- Five levels of Leadership
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I j-: ~ U"tll: l'osltlolo 0. titk: ptOIlle (0110.. btallM
I..a .. 1A~.12: "'1 ~"'t 10 (If/tllts).
r .... II.Io.; pMpk folloW ~'IIH lMy
-< ~ "',.., h. (1ttlllimullipJ.
I _' ~ r......1J:Ptudlltllon;peoplefoilowbK• ..,.o(
IJ "hi fUll h," <kIM rot' Ih.
I -­ • o'llnlulioD (R~"ltJ).
I - ... Uv.14: l'.nolluIOt'v.loplll •• (: People (ollow
_ • beulI50 Or.hal yOIl ~I\'f dOM fo,
tbo'" (Rq",)J"dil#t).
- ,. Uv.15: P.rlGnb,~>d: 1""1'10 rullo.. hoau... of
I­ • ..bo )'011 lre ...d .. bl' yOIl ~PRK.1
I"; • (Re'l'ffl).

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1< T Important factors

i~ • in leadership
1< •
1< •
I~ •
I.. • I:JThe key to leadership: Priorities;
1- •
1-. The most important ingredient of
• leadership: Integrity;
i: : liThe ultimate test of leadership:
I....· Creating positive change;

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 •

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Important factors
;" ­
in leadership
4:
" ° ~The quickest way to gain leadership:

".. Problem so/villg;

_~.
.
---: .. .,The extra plus in leadership:

Attitude;
.
- : iIjlMost appreciable asset of
. ~ til leadership: People;
_0
4

" .
•
.,

~
~
:. inImportant factors
leadership
"'I'
~ 4JTbe indispensable quality of
...:. leadership: Vision,'
~ ~ThC price tag ofleader'hip: Self­
- .(JThe most important lesson I've learned
-: - discipline;
~

.,,~
.
- • about leadership: Stal/development.
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•

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