What is Management

Contemporary Management

Definition

The planning, organizing, leading and

controlling of human and other resources to
achieve organizational goals effectively and
efficiently.

Contemporary Management

Managers

The people responsible for supervising the

use of an organizations resources to meet
its goals.
Resources include people, skills, knowledge,
machinery, computers and IT and financial capital

Contemporary Management

Achieving high performance: A

managers goal

A measure of how efficiently and effectively

a manager uses resources to satisfy
customers and achieve organizational goals.
Efficiency
Doing things right

Effectiveness
Doing the right things

Contemporary Management

Managerial Success

Contemporary Management

Contemporary Management

Contd..

Contemporary Management

Managerial Functions

Contemporary Management

Planning
The process of identifying and selecting
appropriate goals and courses of action
Examples: Strategic planning, financial
planning, human resources planning

Contemporary Management

Planning
Deciding which goals the organization will
pursue
Deciding what courses of action to adopt to
attain those goals
Deciding how to allocate organizational
resources to attain those goals.

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So what is the outcome of

planning?

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Organizing

The process of establishing a structure of

working relationships in a way that allows
an organization to work together to achieve
organizational goals.

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Organizational Structure

To establish task and authority relationships

that allow people to work together to
achieve organizational goals

The outcome of organizing is organizational

structure.

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Leading

Articulating a clear vision and energizing and

enabling organizational members so that they
understand the part they play in achieving
organizational goals.

The outcome of effective leadership is highly

motivated and committed organizational
members

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Controlling

Evaluating how well an organization is

achieving its goals and taking action to
maintain or improve performance.

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The outcome of the control process is the

ability to measure performance and regulate
organizational efficiency and effectiveness

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Types of Managers
First

line managers - Responsible for dayto-day operations. Supervise people

performing activities required to make the
good or service

Middle

managers - Supervise first-line

managers. Are responsible to find the best
way to use departmental resources to achieve
goals

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Types of Managers

Top managers - Responsible for the

performance of all departments and have
cross-departmental responsibility. Establish
organizational goals and monitor middle
managers

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Types of Managers

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Recent Changes in Managerial

Hierarchies
The tasks and responsibilities of managers
have changed drastically in the last decade
as a result of the widespread use of IT and
stiffer global competition

General tendencies toward leaner and

flatter organizations

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Recent Changes in Managerial

Hierarchies

Restructuring
Downsizing an organization by
eliminating the jobs of large numbers of
top, middle and first line managers and
non managerial employees

Outsourcing contracting with another

company, usually (but not always) abroad,
to have it perform an activity the company
once performed itself
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Recent Changes in Managerial

Hierarchies

Empowerment
Expanding employees knowledge, tasks and
responsibilities

Self-managed teams
A group of employees who supervise their own
activities and monitor the quality of the goods
and services they provide

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Managerial Roles and

Skills
Managerial role - The set of specific tasks
that a person is expected to perform
because of the position he or she holds in
the organization
Mintzberg identified three categories of roles
Decisional, Informational, Interpersonal

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Managerial Roles and

Skills

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Managerial Skills

Conceptual skills
The ability to analyze and diagnose a situation
and distinguish between cause and effect.

Human skills
The ability to understand, alter, lead, and control
the behavior of other individuals and groups .

Technical skills
The specific knowledge and techniques required
to perform an organizational role.

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Skill Types Needed

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Challenges for Management in

a Global Environment
Rise of Global Organizations.
Building a Competitive Advantage
Maintaining Ethical and Socially Responsible
Standards
Managing a Diverse Workforce
Utilizing Information Technology and Ecommerce

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Building a Competitive
Advantage
Increasing
Increasing
Increasing
Increasing

Efficiency
Quality
Speed, Flexibility, and Innovation
Responsiveness to Customers

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Building Blocks of Competitive

Advantage

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Thank you

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