Introducton to Management

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Introduction to Management

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Who are Managers ?What is their job?
Managers (or administrators):
Individuals who achieve goals through other people.

Managerial Activities

• Make decisions
• Allocate resources • Direct activities of others to attain goals 2

Managers & Operatives
A Manager is an individual who * Works with and through other people. * Over sees the work of others * Has people who report to him/her An Operative is an individual who: *Directly works on a job or a task *Has no responsibility to see the work of any one *Has no one reporting to him/her 3

3 levels of Managers
• Top level : Chairman, CEO, COO, MD, DMD • Mid Level: Executives, GMs • Lower level : Supervisors, Asst. Managers Operative : workers, technicians, mechanics, clerks, data entry operators

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Management
• Management is the process of coordinating human, financial, physical and information. resources through planning, organizing, leading and controlling to achieve objectives of the organization or a unit.

Management Functions
Planning Organizing

Management Functions
Controlling Leading

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Planning
The process of deciding future courses of action to achieve objective. Decide: • What work must be done to achieve objective? • Why each of them must be done? • When it must be done? • Where will it be done? • How will it be done?

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Organizing
Determining how activities and resources are to be grouped. Decide about activities: • What tasks are to be done (if not decided earlier in planning)? • How the tasks will be grouped? • Who will do what? • How to group the tasks ? • Who reports to whom ? • Who decide what ?

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Decide about resources:
• • • • • What resources are need to perform the tasks? Where from to get the resources? How to get the resources? Who in the needs what resources? How to deploy what resources?

Leading
• • • • • Directing the subordinates Motivating them Inspiring them Resolving conflicts among them Effectively communicating with them

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Controlling
Ensuring that things are going on and are achieved as planned. • Set standard of performance • Monitor actual performance • Compare with standard performance • Measure deviation • Take corrective action 11

Mintzberg’s Managerial Roles

Source: Adapted from The Nature of Managerial Work by H. Mint berg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

E X H I B I T 1–1

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Mintzberg’s Managerial Roles (cont’d)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

E X H I B I T 1–1 (cont’d)

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Mintzberg’s Managerial Roles (cont’d)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

E X H I B I T 1–1 (cont’d)

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Examples of Interpersonal roles
• Figurehead : Ribbon cutting of a new branch of a bank
• Leader : Encouraging employee to improve productivity • Liaison: Coordinating activities of two sections

Examples of Informational roles
• Monitor : Scanning changes in the business environment • Disseminator: Sending circulars about new leave rules • Spokesperson : Making a speech on the next year sales plan

Examples of Decisional roles
• Entrepreneur : Innovating ways to cut cost • Disturbance handler: Resolving conflicts between two employees • Resource allocator: Reviewing number of computers needed a department • Negotiator: Reaching an agreement with a supplier

Management Skills
Technical skills ability to do or to understand the specific work being done in the department. The ability to apply specialized knowledge or expertise.

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Human skills The ability to work with, understand, and motivate other people, both individually and in groups. • Conceptual Skills ability to think in the abstract. • Skills such as logical reasoning,...
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