PRINCIPLES OF MANAGEMENT
MS. CHANDNI KUMARI
LECTURER - DBA
EMAIL ID:
[email protected] CHAPTER 1: INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS
CONTENTS:
1.1. Who are Managers?
Explain how managers differ from non-managerial employees.
Describe how to classify managers in organizations.
1.2. What is Management?
Define Management.
Explain why efficiency and effectiveness are important to management.
CONTENTS:
1.3. What Do Managers Do?
Describe the four functions of management.
Explain Mintzberg’s managerial roles.
Describe Katz’s three essential managerial skills and how the importance
of these skills changes depending on managerial level.
Discuss the changes that are impacting manager’s jobs.
Explain why customer service and innovation are important to the
manager’s job.
CONTENTS:
1.4 What Is An Organization?
Explain the characteristics of an organization.
Describe how today’s organizations are structured.
1.5 Why Study Management?
Discuss why it’s important to understand management.
Explain the universality of management concept.
Describe the rewards and challenges of being a manager.
Who are Managers?
Manager
• Someone who coordinates and oversees the work of other
people so that organizational goals can be accomplished.
Classification of Managers
First-line Managers
• Individuals who manage the work of non-managerial employees.
Middle Managers
• Individuals who manage the work of first-line managers.
Top Managers
• Individuals who are responsible for making organization-wide decisions and
establishing plans and goals that effect the entire organization.
What Is Management?•
Management involves coordinating and overseeing the
work activities of others so that their activities are
completed efficiently and effectively.
What Is Management?
Managerial Concerns
Efficiency
“Doing things right” – Getting the most output for the least
inputs
Effectiveness
“Doing the right things” – Attaining organizational goals
What Managers Do?•
Three Approaches to Defining What Managers Do.
Functions they perform.
Roles they play.
Skills they need.
What Managers Do?
Functions Manager’s Perform:
Planning
Defining goals, establishing strategies to achieve goals, developing plans to
integrate and coordinate activities.
Organizing
Arranging and structuring work to accomplish organizational goals.
Leading
Working with and through people to accomplish goals.
Controlling
Monitoring, comparing, and correcting work.
What Managers Do?
Roles Manager’s Play
Roles are specific actions or behaviors expected of a manager.
Mintzberg identified 10 roles grouped around interpersonal
relationships, the transfer of information, and decision making.
What Managers Do?
Management Roles (Mintzberg)
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Entrepreneur, disturbance handler, resource allocator,
What Managers Do?
Skills Managers Need
Technical skills
Knowledge and proficiency in a specific field
Human 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
Changes that are impacting manager’s jobs.
In today’s world, many organizations have shifted to linking pay to performance.
People are not being paid for how much time they spend in the organization, rather, they are being paid for the quantity
and quality of output they produce.
For example, In many IT companies, the top management is urging people to work smarter rather than harder and design
their work such that they can spend quality time with their families.
Today, managers are dealing with:
Changing workplaces,
Security threats,
Ethical issues,
Global, economic and political uncertainties, and
Technological advancements
These factors have been contributing and affecting the way manager used to perform his job.
Whycustomer service and innovation are
important to the manager’s job.
1.4 What Is An Organization?
The characteristics of an organization.
1) Distinct Purpose: expressed through goals and business
objectives.
2) Deliberate Structure: Within which members do their work.
3) People: perform the work that’s essential to achieve
objectives.
Describe how today’s organizations are
structured.
Open and Flexible: With no specific job duties or strict adherence to explicit job
arrangements. i.e. flexible work arrangements, employee work teams and open
communication systems.
For Example, at Google, most big projects, are tackled by small focused employee
teams that set up in an instant and complete work just as quickly.
Traditional: With clearly defined rules, regulations, job descriptions, and some
members identified as “bosses”, who have authority over other members.
For Example, Proctor & Gamble or General Motors
1.5 Why Study Management?
Why it’s important to understand management.
The value of studying management can be understood by three things as below:
1) The universality of management
2) The reality of work
3) The rewards and challenges of being a manager
Explain the universality of management
concept.
Management is universally needed in all organizations, so we want to find
ways to improve the way organizations are managed.
Why? Because we interact with organizations every single day.
IS it annoying when you call an airline three times, and customer sales
representatives quote you three different prices for the same trip?
By studying management, we are able to recognize and support good
management, whether it’s in an organization with which you’re simply
interacting or whether it’s an organization in which you’re employed.
Describe the rewards and challenges of being
a manager
Rewards and Challenges:
REWARDS:
1) Have opportunities to think creatively and use imagination
2) Support, coach and nurture others
3) Receive recognition and status in organization and community
CHALLENGES:
1) Do hard work
2) have to deal with variety of personalities
3) Often have to make do with limited resources etc.
