Introduction to mgt

• Management


  The practice to achieve organizational goals (a process)
• Management


  A set of functions (meaning, purpose, job/task/occupation), designed to get things done through and with people through efficient utilization of resources to effectively attain predetermined goals
• Management


  • Continuous and never-ending process
  • Getting things done through people
  • Result-Oriented
  • Multidisciplinary
  • Not an Individual activity
  • Established principles (14 Principles of Management)
  • Aided but not replaced by computers
  • Situational in nature
  • Need not be an ownership
  • Pervasive
  • Professional approach in work
  • Intangible
  • Dynamic
• Efficiency


  Getting the most output from the least input, concerned with resources (people, money, equipment), "Doing things right", Resource Usage - Low Waste - high efficiency
• Effectiveness


  Completing activities so that organizational goals are attained, "Doing the right things", Goal - High Attainment - high effectiveness
• Management: An Art


  The art of managing is a personal creative attribute of the manager, enriched by education, training, experience, involves the conception of a vision of an orderly whole created from chaotic parts and the communication and achievement of this vision
• Management: A Science


  Obtaining information about a particular object by a systematic pattern of observation, study, practice, experiments, and investigation, the management process also follows the same pattern, Gathering data and facts, analyzing them and making a decision based on analysis, are the basic functions of the management
• Why study Management


  • Universality - Good management is needed in all organizations
  • Reality of work - Employees either manage or are managed
  • Rewards and challenges - Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work
• Organization


  A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone)
• 3 Ways to define Organization

  • Organization as a structure - a network/arrangement of parts to make-up an identifiable entity that serves a purpose
  • Organization as a process - an activity characterized by systematic sequencing of events/activity
  • Organization as a system - a dynamic social system of cooperative interactions with the purpose of satisfying individual needs
• Characteristics of an Organization

  • Have a distinct purpose (goal)
  • Composed of people
  • Have a deliberate structure
• Changing Views on Organizations

  • Traditional Organization - Stable, Fixed/Inflexible (work is defined as 8-5, at the site), Individual-oriented, Permanent job, Centralized decision making, Rule-oriented, Hierarchical relationship
  • Contemporary Organization - Dynamic, Flexible (no time and space boundaries), Work is defined based on task to be done, Team-oriented, Temporary Job (Gig Economy*), Participative decision making, Customer/Client-oriented, Lateral and network relationship
• Who are Managers


  • Top Managers - responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization
  • Middle Managers - manage the work of first-line managers
  • First-line Managers - manage the work of non-managerial employees
• Functions of a Manager

  • Planning - Setting goals, establishing strategies, and developing plans to coordinate activities
  • Organizing - Determining what needs to be done, how it will be done, and who is to do it
  • Leading - Motivating, leading, and any other actions involved in dealing with people
  • Controlling - Monitoring activities to ensure that they are accomplished as planned
• Managerial Roles


  • Interpersonal - Roles that managers assume to provide direction and supervision to both employees and the organization as a whole
  • Informational - Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization
  • Decisional - Roles associated with methods managers use in planning strategy and utilizing resources
• Interpersonal Roles


  • Figurehead—symbolizing the organization's mission and what it is seeking to achieve; signs documents, attends ceremonies and symbolic duties
  • Leader—training, counseling, and mentoring high employee performance
  • Liaison—linking and coordinating the activities of people and groups both inside and outside the organization/department
• Informational Roles


  • Monitor—analyzing information from both the internal and external environment
  • Disseminator—transmitting information to influence the attitudes and behavior of employees
  • Spokesperson—using information to positively influence the way people in and out of the organization respond to it
• Decisional Roles


  • Entrepreneur—deciding which new projects or programs to initiate and to invest resources in
  • Disturbance handler—managing an unexpected event or crisis
  • Resource allocator—assigning resources between functions and divisions, setting the budgets of lower managers
  • Negotiator—reaching agreements between other managers, unions, customers, or shareholders
• Managerial Skills by Robert Katz

  • Technical skills - Knowledge and proficiency in a specific field
  • Human/Interpersonal skills - The ability to work well with other people
  • Conceptual skills - The ability to think and conceptualize about abstract and complex situations concerning the organization
• Latin word "Manus" meaning hands
• Italian word "Maneggio" meaning training of horses
• There is no such thing called "hands-off" management
• To manage is to forecast and plan, to organize, to command, to coordinate and to control.

  Henri Fayol
• Management is a multipurpose organ


  Peter Drucker
• Dr. Harold Koontz


  Management is the art of getting things done through others and with formally organized groups.
• Frederick Winslow Taylor


  Management is the art of knowing what you want to do and then seeing that they do it in the best and the cheapest way
• Mary Parker Follet


  Management is the "art of getting things done through people
• George R. Terry


  Management is a distinct process consisting of planning, organizing, actuating and controlling; utilizing in each both science and art, and followed in order to accomplish pre-determined objectives
• Management is a body of knowledge (a discipline)
• Management is used to refer to individuals of a particular class, who are managers (group of people).