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Management is defined as the art of achieving organizational goals through planning, organizing, leading, and controlling, often requiring both scientific and artistic approaches. It encompasses various managerial roles and functions, including first-line, middle, and top management, each with specific responsibilities. Key skills for effective management include technical, interpersonal, conceptual, diagnostic, communication, decision-making, and time-management skills.

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3 views

Students-Copy-Week-1

Management is defined as the art of achieving organizational goals through planning, organizing, leading, and controlling, often requiring both scientific and artistic approaches. It encompasses various managerial roles and functions, including first-line, middle, and top management, each with specific responsibilities. Key skills for effective management include technical, interpersonal, conceptual, diagnostic, communication, decision-making, and time-management skills.

Uploaded by

Jennyrose Conchas
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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What is management?

 “The art of getting things done through people” [M. P. Follett, quoted in Daft 1993]
 “The Manager’s job can be broadly defined as deciding what should
be done and getting other people
to do it.” [Rosemary Stewart quoted in Mullins 1999]
 “[Management] involves people looking beyond themselves and exercising formal authority
over the activities and performance of other people.” [Mullins 1999]

Traditional definition of Management:

Attainment of organizational goals in an effective and efficient manner through:

o Planning
o Organizing
o Leading
o Controlling
o (some authorities add) Staffing

 The Science of Management:


- Assumes that problems can be approached using rational, logical, objective, and systematic
ways
- Requires technical, diagnostic, and decision-making skills and techniques to solve problems

 The Art of Management


- Decisions are made and problems solved using a blend of intuition, experience, instinct, and
personal insights
- Requires conceptual, communication, interpersonal, and time-management skills to
accomplish the tasks associated with managerial activities

Key Concepts of Management

1. The four(4) functions of management


 Planning
- Setting an organization’s goals and selecting a course of action from a set of
alternatives to achieve them [Griffin 2003]
- Deciding in advance what to do, how to do it, when to do it, and who is to do it
 Organizing
- Determining how activities and resources are grouped [Griffin 2003]
- Determining the composition of work groups and the way in which work and
activities are to be coordinated
 Leading
- The set of processes used to get organizational members to work together to
advance the interests of the organization [Griffin 2003]
- Motivating and communicating with the organization’s human resources to
ensure goals are attained
 Controlling
- Monitoring organizational progress towards goals [Griffin 2003]
- The process of comparing results and expectations and making the appropriate
changes
 (Sometimes a fifth is added: ) Staffing
- The recruitment, selection, assignment, training, development, evaluation and
compensation of staff

2. Attainment of organizational goals in an effective & efficient manner


 Effectiveness
- The degree to which goals are achieved
- Making the right decisions and successfully implementing them
- Doing the right things in the right way at the
right times
 Efficiency
- Using minimal resources to produce the desired volume of output
- Using resources wisely and in a cost-effective way
- Operating in such a way that resources are not wasted

Models of Management

Systems Model of Management


Example:

 Military & government agencies


 Traditional major industrial production (automobile, etc.)
 Some service firms(insurance, banking)

Integrated Management Perspectives


Management Levels (Typical)
Management Levels Defined:

 First Line Managers


- directly responsible for day-to-day operations
- supervise and coordinate the activities of operating employees

 Middle Managers
- work in the middle levels of the organization
- responsible for sections or departments
- supervise and coordinate the activities of
lower-level managers
- responsible for implementing the policies and plans of top managers

 Top (or Senior) Managers


- usually form a team
- manage the organization’s overall goals, strategy, and operating policies
- responsible for the entire enterprise

 Middle and Top Managers may also be:


- Functional Managers
 responsible for a distinct function in the enterprise

Managers by Area

 Marketing Managers
- Work in areas related to getting consumers and clients to buy the organization’s products
or services
 Financial Managers
- Deal primarily with an organization’s financial resources
- Typically supervise IT in small organizations (!)
 Operations Managers
- Concerned with creating and managing the systems that create organization’s products
and services
- May be IT managers in IT businesses (but even
then are primarily focused on production) [Griffin 2003]
 Human Resource Managers
- Human resource planning, recruiting and selection, training and development, designing
compensation and benefit systems, formulating performance appraisal systems
 Administrative Managers
- Generalists familiar with all functional areas of management and who are not associated
with any particular management specialty
 Other Kinds of Managers
- Specialized managerial positions directly related to the needs of the organization

Key Managerial Roles


Characteristics of Management

 Managerial activities involve


- Variety
- Fragmentation
- Brevity
- large volume of work performed quickly

 To illustrate:
- First line managers in an industrial firm may average over 500 incidents a day [Handy
1995]
- In a study of 100 managers over four weeks, each of them had on average only nine
periods of half an hour without interruption [Rosemary Stewart]

Fundamental Management Skills

 Technical
- Skills necessary to accomplish or understand the specific kind of work being done in an
organization
 Interpersonal
- Ability to communicate with, understand, and motivate both individuals and groups
 Conceptual
- Ability to think in the abstract and to see the organization as a complete unit and to
integrate and give direction to its diverse activities so that objectives are achieved. [Griffin
2003]
 Diagnostic
- Ability to visualize the most appropriate response to a situation
 Communication
- Abilities both to convey ideas and information effectively to others and to receive ideas
and information effectively from others.
 Decision-Making
- Ability to recognize and define problems and opportunities correctly and then to select an
appropriate course of action to solve the problems and capitalize on opportunities. [Griffin
2003]
 Time-Management
- Ability to prioritize work, to work efficiently, and to delegate appropriately. [Griffin 2003]

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