CHAPTER 1 : MANAGEMENT & MANAGERS
What is management?
The Classic Definition
The art of getting things done through people.
A Broader Definition
The process of administering and coordinating resources effectively, efficiently, and in an effort to achieve the goals of the organization.
Effectiveness versus Efficiency
Effectiveness
Achieved when the organization pursues appropriate goals.
This means “doing the right things.”
Efficiency
Achieved by using the fewest inputs (e.g., people and money) to generate a given output.
This means “doing things right.”
- The end result of effective and efficient management is organizational success.
Management Theory
It is critical for managers to be able to lead people through the fast pace of change.
- Leadership is about coping with both complexity and change.
- As change becomes more dynamic and rapid, managers at all levels must hone their leadership skills.
- Therefore, leaders are managers and managers are leaders.
The management process
Planning
Setting goals and defining the actions necessary to achieve those goals.
Organizing
The process of determining the tasks to be done, who will do them, and how those tasks will be managed and coordinated.
Leading
Leadership
The capacity to direct and motivate the members of work groups toward the accomplishment of organizational goals.
Leadership Skills:
Understanding individual/group behavior dynamics
Having the ability to motivate employees
Being an effective communicator
Being able to envision future and share that vision
Controlling
Monitoring the performance of the organization and its progress in implementing strategic and operational plans.
- Identifying deviations between planned and actual results.
- Taking corrective action
- Ensuring that the organization is moving toward the achievement of its goals.
Roles of Managers
Managers are the people who plan, organize, lead, and control the activities of the organization so that its goals can be achieved.
Mintzberg’s Managerial Roles
Interpersonal Roles
The manager’s responsibility for managing relationships with organizational members and other constituents:
- Figurehead
- Leader
- Liaison
Informational Roles
The manager’s responsibility for gathering and disseminating information to the stakeholders of the organization:
- Monitor
- Disseminator
- Spokesperson
Decisional Roles
The manager’s responsibility for processing information and reaching conclusions:
- Entrepreneur
- Disturbance handler
- Resource allocator
- Negotiator
Scope of Responsibility:Functional and General Managers
Managerial levels
Managers at all organizational levels engage in planning, organizing, leading, and controlling, however, the degree to which they are immersed in the basic functions varies.
Operational employees - Operational employees are the individuals who not in the managerial ranks but who actually deliver the product or service of the organization.
Skills Needed at Different Levels of Management
Management Skills
Technical Skills
The ability to utilize the knowledge of tools, techniques, and procedures that are specific to a particular field.
Human Skills
The ability to work effectively with one’s own work group as well as others within the organization.
Conceptual Skills
The ability to process information about the internal/external environment of the organization and determine its implications.
The New Manager/Leader Profile
Managers who:
- Are no longer “the boss,” rather they act as sponsors, team leaders, or internal consultants.
- No longer control from the top of the pyramid; nor try to control the action from the sidelines.
- Empower individual employees to do what is necessary to achieve goals.
- Make sure that employees have the resources to get the job done.
So yeahhh that whats management is...Add your knowledge,don't quit...enjoy reading guys...😎
Byeeeeeeee....
"DON'T STOP WHEN YOU'RE TIRED.STOP WHEN YOU'RE DONE"
nice sharing
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