Management
Ricky W. Griffin, 12/E
Chapter-01
Managing and the Manger's Job
Md. Mizanur Rahman
Professor of Marketing
Dhaka University
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Chapter Outline
• Organization and management in org
• The management process
• Management as science and art
• Kinds of managers by level
• Basic managerial roles
• Fundamental management skills
• Management as a science and art
• Becoming a manager
• Managerial success factors
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What Is An Organization?
• A group of people working together to achieve
some common goals in a structured way
through developing plans & utilizing its
resources
̶ The backbone of management
̶ Uses 4 basic kinds of resources
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Characteristics of Organizations
• The purpose of the org
• The people who work for the
org
• Organizational structure or
hierarchy
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Resources of Organizations
• Human resources
̶ Managerial talent & labor
• Financial resources
̶ Capital investments to support ongoing & long-term
operations
• Physical Assets
̶ Raw materials, office & production facilities, &
equipment
• Information
̶ Usable data, info linkages
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Examples of Resources
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Traditional Vs. New Organizations
Traditional Organization New Organization
• Stable • Dynamic
• Inflexible • Flexible
• Job-focused • Skills-focused
• Work is defined by job positions • Work is defined in terms of tasks to be done
• Individual-oriented • Team-oriented
• Permanent jobs • Temporary jobs
• Command-oriented • Involvement-oriented
• Managers always make decisions • Employees participate in decision making
• Rule-oriented • Customer-oriented
• Relatively homogeneous workforce • Diverse workforce
• Workdays defined as 9 to 5 • Workdays have no time boundaries
• Hierarchical relationships • Lateral and networked relationships
• Work at organizational facility during • Work anywhere, anytime
specific hours
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Who is a Manager?
• A manager is someone who…
̶ Coordinates & oversees others’ work to
accomplish the org’s goals
̶ Works with & through other people
̶ Carries out four basic managerial functions
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Classifying Managers
Fig: Managerial Levels
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Classifying Managers
• Top Management
̶ Formulate policies, corporate goals, & plans
̶ Appoint top executives
̶ Prepare budgets
• Mid-level Management
̶ Implement top management's policies & plans
̶ Manage the work of first-line managers
̶ Train & develop supervisory level
•First-line Management
̶ Manage the work of non-managerial employees
̶ Assign job; give orders & instructions
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Classifying Managers by Level & Area
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Functional Vs. General Managers
• Functional Managers
– Responsible for just one org activity
– Example: Finance, HR, sales, procurement, etc.
• General Managers
– Serve as generalists in functional areas
– Not associated with any particular MGT specialty
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The Management Process
Addresses FOUR important questions about mgt.
performance
– What to do & how to do it?
– Who will do what & how will they be organized?
– Who will lead the people & how?
– How to ensure satisfactory performance?
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Universal Need of Management
All orgs use some combination of resources to achieve
their goals
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What Is Management?
•A set of activities..
» planning & decision making, organizing, leading,
and controlling
..directed at an org’s resources
» human, financial, physical, and information
..with the aim of achieving org goals
in an efficient & effective manner
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Basic Purpose of Management
EFFICIENCY
Use resources wisely and • Do things right
in a cost-effective way • Do work in time
And
EFFECTIVENESS
Make the right decisions and
• Do the right things
successfully implement them to
• Do work on time
achieve org goals
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Management in Organizations
Plannin
g
and Organizin
decision
makin g
Inputs from the environment g
• Human Goals
• resources
Financial attained
• Efficientl
• resources
Physical y
• Effectivel
• resources
Information y
resources
Controllin Leadin
g g
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Ten Basic Managerial Roles
Interpersonal Description
Figurehead Symbolic head; required to show Ceremonial, ‘face’ in
social & legal conditions
Leader Motivating & directing employees
Liaison Networking or coordinating of groups
Informational
Monitor Scanning industry reports to stay abreast of developments
Disseminator Communicating within the org for any new initiatives
Spokesperson Transmitting intent to outsiders and make speech
Decisional
Entrepreneur Developing new ideas and finding opportunities
Disturbance Resolving conflicts & trouble shooting
handler
Resource Reviewing & revising budget requests
allocator Henry Mintzberg’s Proposition
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Negotiator Reaching agreement & getting the best deal 1-18
Managerial
Skills Technical Skills
Interpersonal Skills
Conceptual Skills
Fundamental
Management Diagnostic Skills
Skills
Communication Skills
Decision-Making Skills
Time-Management Skills
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Technical Skills
• Specialized skills necessary for first-line
managers
• Involves tools, techniques, and tasks
• Focuses on what is done
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Interpersonal (Human) Skills
• Ability to communicate, understand, &
motivate both individuals & groups
• Works with & through people
• Focuses on how something is done
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Conceptual Skills
• Ability to think abstractly and see the “big
picture”
• Necessary to perceive how all parts fit
together
• Future-oriented & strategic
• Focuses on why something is done
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Diagnostic & Communication Skills
• Diagnostic skill: Ability to visualize the most
appropriate response to a situation
– Understand & predict the cause-and-effect relationships
• Communication skill: Ability to convey &
receive info effectively
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Decision-Making Skills
• Decision-making skill: Ability to identify
problems/ opportunities correctly & select the
right course of action to solve the problems &
seize opportunities
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Time Management Skills
• The ability to
– Prioritize the work
– Work efficiently
– Delegate appropriately
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Management Skill Mixes at Different
Organizational Levels
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Management as an Art
• Applies human talent to achieve optimal
results
– Managing requires practical knowledge, personal
skill, insight, and creativity to shape workplace
attitudes and behaviors
– No "one best way" to solve problems
– "Objective facts" may be incorrect
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Management as a Science
• Uses systematic methods to identify potential
solutions to problems
– Involves organized knowledge, universally accepted
concepts, theories, tools, & techniques containing
universal truths
– Employs a rational, objective, and systematic
decision-making approach for "correct" decisions
– Identifies "one best way" to address problems
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Sources of Management Skills
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Managerial Success Factors
• Personal Factors
– Abilities and skills
– Motivation
– Personality
• Situational Factors
– Nature of the work and environment
– Relationships with subordinates and supervisors
– Abilities of subordinates
Cont.
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Managerial Success Factors
• Actions Taken
– Appropriate for the situation?
• Luck
– Being in the right place at the right time?
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Key Terms
• Organization • Interpersonal roles
• Management • Informational roles
• Effective • Decisional roles
• Efficient • Technical skills
• Manager • Interpersonal skills
• Decision making • Conceptual skills
• Organizing • Diagnostic skills
• Leading • Communication skills
• Controlling • Decision-making skills
• Levels of management • Time-management skills
• Areas of management
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THANK YOU
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