Management A set of activities directed at an

organization’s resources, with the aim of achieving organizational goals in an efficient and effective manner.

Managerial Roles

Interpersonal

Informational

Decisional

FigureheadLeaderLiaison

MonitorDisseminatorSpokesperson

EntrepreneurDisturbance handlerResource allocator

Negotiator

Management Skills

Technical skill – skill necessary to accomplish specific kind of work

Interpersonal skill – the ability to communicate with, understand, & motivate individuals & groups

Management Skills

Conceptual skills – ability to think in the abstract

Diagnostic skills – to visualize the most appropriate response to a situation

Interpersonal skills

Diagnostic skills

Technical skills

Conceptual skills

TopManagers

MiddleManagers

First-Line Managers

Management Skill Mixes at Different Organizational Levels

Scope of Management

Large Businesses Sm all & S tart-upBusinesses

International Managem ent

P rofit-Seek ing O rganizations

G overnm ent O rganizations Educational O rganizations H ealth-care O rganizations N ontraditional O rganizations

N ot-for-P rofit O rganizations

Management and Managers in CanadaManagers and Management

Managersomeone who directs and oversees the work and

performance of other individualsResponsibilities:

• Planning - what results are to be achieved and how those results may be achieved.

• Organizing - establishes and operates structures, policies and procedures through which results are achieved.

• Leading - motivating and providing examples to encourage.

• Controlling - establishing frameworks, monitoring performance, and providing feedback/corrective action.

Management 1-5

The Management Process

Planning &DecisionMaking

LeadingControlling

Organizing

In large organizations, the four functions may be distributed among divisions or departments

In small companies, the owner/manager performs all functions

Scope and functions are fundamentally the same

Competitiveness

products or services must be better, less expensive, or more readily available

higher quality and fast service vs. lower price

improvements, such as new technology, must meet the competition

Management 1-4

Efficient Vs. Effective

Efficient – using resources wisely & in a cost-effective way

Effective – making the right decisions & successfully implementing them

Management for Efficiency

to obtain desired results with the least expenditure of money, effort, and time

short term gains must be compared with long term erosions in efficiency

improvements in efficiency are difficult, sometimes even counterproductive

Management for Effectiveness

asks why something is being doneefficient does not always mean

effectiveritual meetings are often ineffective

Special Features of Management in Small Business

one or a few individuals must provide or find ways of providing expertise in all management areas

this poses a huge problem for small businesses

Characteristics of Successful Managers

provide clear direction involve people in establishing goals for

groups and individuals must be clear and thorough in

delegating responsibilityencourage open communication

candid, honest, and direct establish openness and trust

coaches and supports people constructively correct performance problems go to bat with superiors for subordinates

provides objective recognition recognize good performance more often

than criticizing for problems rewards related to quality of performance,

rather than seniority or personal relationships

establish ongoing controls following up and giving feedback

select the right people to staff the organization the best skills and competencies to

accomplish goalsunderstand the financial implications of

decisions important for managers of all departments

encourage innovation and new ideasgive subordinates clear-cut decisions

when neededconsistently demonstrate a high

level of integrity employees work for a manager they

respect

Management 1-6

Kinds of Managers by Level & Area

Top Managers

Middle Managers

First-line Managers

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Levels of Management

Top Management the most senior officers of an organization

e.g. CEO, Chairman, President, VPsor owner, department heads

behaviour and attitudes of top management set the tone for the whole enterprise

Middle Management two roles

manage a particular operationmanage a specific support function

accountable to top management or other middle managementoften must coordinate work with other middle

management

often the first to be downsizedtop level managers pick up functions or work is

left undone

First-line Management coordinate the work of non-managers work closer to production

may be accountable to top or middle management

responsible for the organization’s basic work

The Mix of Responsibilities the higher up the ladder, more

planning, less organizing and controlling

Managerial Skills

Conceptual Skill the ability to see the big picture as well as

overall complexities of the organization how each part fits and interacts to accomplish

goals

Analytical Skill the ability to solve problems by applying logic

to relevant information to reach a conclusion identify key factors, understand how they

interrelate, and apply them to a situation

Long Range Planningconceptual and analytical skills to project how

actions will affect the organization in the future

Decision-making Skill ability to choose solutions from alternatives courage to take definitive action when required

People Skill ability to work effectively and motivate others

Communication Skill ability to listen actively and to transmit

to others ideas, concepts and directionsComputer Skill

having sufficient understanding of how computers can facilitate decision-makingto make effective selection and use of

hardware and software

Technical Skills the ability to apply specific knowledge,

technique, or expertise to perform a task usually not the cause of failure

Skills Required by Managers at Various Levels importance of skill varies with the job level

technical and human relation are low leveldecision making is high level

Roles Played by Managers

Role a behaviour or pattern expected of, or

exhibited by, an individual in a given situationManagerial Roles

behaviour pattern of a manager, incorporating interpersonal, informational and decisional roles

Interpersonal Roles includes figurehead, leader, and liaison

Figurehead“makes and appearance” - no real duties

Leadershipdirecting and coordinating subordinatesstaffing, motivating, and controlling

Liaisoninterpersonal relationships outside area of

commandinside and outside the organization

Informational Roles Monitor

observing the internal and external environments to discover information, opportunities, changes and problems

Disseminatorproviding important information to subordinates

and peers

Spokespersonrepresenting the unit to other people

Decisional Roles Entrepreneur

improving performance and effectiveness by innovative means

Disturbance Handlermaking decisions or take corrective action

in response to pressures and conflicts

Resource Allocatordeciding who will get what resources

• money, people, time, materials and equipment

Negotiatorbargaining with other units concerning the

allocation of staff and resources

The Classical Approaches to Management

Frederick Taylor and Scientific Management wrote “Principles of Scientific Management” there is one best way to do any particular

job it can be ascertained and taught to

employees workers are motivated primarily by money

Time and Motion Studiestiming each aspect of a job to determine

the actual physical movements that will allow it to be done most efficiently

each job broken down to simple, repetitive tasks