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Managers
and Managing
Management
Management is a process by which the common goals
are reached through cooperative endeavor and
actions.
3 Common characteristics of an
organization.
Distinct
Purpose
Deliberate
Structure
People
Managers
Human
Resources
Achievement
of goals
Physical
Resources
Information
Planning
Organizing
Leading
Directing
Controlling
Characteristics of Management
It is an organized activity.
Existence of Objectives .
Relationship among Resources.
Working with and Through people.
Decision-Making.
Nature Of Management
It is Multidisciplinary.
Is Dynamic in Nature.
Relative not absolute principles.
Management is science or Art.(GD)
Universality of Management.
Science Or Art
Science : Is a systematized body of knowledge pertaining to a
particular field of enquiry.It contains concepts theories ,
experimentation and principles which are true and universal.
Art : Is based on Judgment, feeling , intuition, . In art knowledge
is put to creative use.And also involves the application of skills.
Management as Science
Management as Art
As
Administration Vs Management
A terminological Conflict
Basis Of
Difference
1.
2.
3.
4.
5.
Level in
Organization
Major Focus
Nature of
Functions
Scope Of
Functions
Qualities
Required
Administration
Management
Top Level
Middle/lower level
Policy formulation/Objective
determination
Determinative
Administrative
Technical
Organizational Performance
Measures
Effectiveness Vs Efficiency
Peter Drucker offers a helpful distinction.He says managers
typically either Do things right or Do the right things
Doing things right means Efficiency- Getting the most from the
limited resources.
Doing the right things means effectiveness-Setting the right goals
and objectives and then making sure theyre accomplished.
Efficiency Vs Effectiveness
Efficiency (Means)
Effectiveness (Ends)
Resource Usage
Goal Attainment
Low Waste
High Attainment
Organizing
Controlling
Working together
Leading
Coordinate
Managerial Skills
There are three skill sets that managers need to
perform effectively.
1. Conceptual skills: the ability to analyze and see the whole
picture, To recognize significant elements and to integrate these
elements.
2. Human skills: the ability to work with, understand, alter, lead,
and control peoples behavior to accomplish organizational
objectives
3. Technical skills: the job-specific knowledge required to
perform a task. The ability to use procedures, techniques and
knowledge of a specialized field.
Conceptual Skills
Using information to solve business problems
Identifying of opportunities for innovation
Recognizing problem areas and implementing solutions
Selecting critical information from masses of data
Understanding of business uses of technology
Understanding of organizations business model
Human
Technical
Management Roles
Role is defined as the pattern of Behavior which
is defined for different positions. It refers to the
expected behavior of the occupant of a position.
Managerial Roles
Described
by Mintzberg.
A role
There
1. Interpersonal
2. Informational
3. Decisional
INTERPERSONAL
ROLES
INFORMATIONAL
ROLES
DECISIONAL ROLES
Figure Head
Monitor
Entrepreneur
Disturbance Handler
Leader
Disseminator
Resource Allocator
Negotiator
Liaison
Spokesperson
Interpersonal Roles
Roles
Leader
Liaison
Informational Roles
Associated
Decisional Roles
Associated
Informational Role
Decisional Role
Management Levels
Organizations
Non-management
Representation of Management
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