Managers and
Management
Management
• “A set of activities (including planning and decision making, organizing,
leading, and controlling) directed at an organization’s resources (human,
financial, physical, and information), with the aim of achieving
organizational goals in an efficient and effective manner.”-Griffin
• “The process of getting things done, effectively and efficiently, with and
through other people.”-Robbins
Management
• “The process of designing and maintaining an environment in which
individuals, working together in groups, efficiently accomplish selected
aims.”-Koontz
• A process which is concerned with proper utilization of human, physical,
informational and financial resources of an organization effectively and
efficiently for achieving organizational goals.
Effectiveness and Efficiency
• Efficiency: doing a task correctly
(“doing things right”) and
getting the most output from
the least amount of inputs. The
means of getting things done.
• Effectiveness: “doing the right
things” by doing those work
tasks that help the organization
reach its goals. The ends, or
attainment of organizational
goals.
Organization
• A systematic arrangement of people brought together to accomplish
some specific purpose.
• A group of people working together in a structured and coordinated
fashion to achieve a set of goals, which may include profit (Banks), the
discovery of knowledge (Universities), national defense (Bangladesh
Army), the coordination of various local charities (BRAC), or social
satisfaction (Social welfare ministry).
Features
• Distinct purpose
• People
Organization • a deliberate and systematic
structure that defines and
limits the behavior of its
members.
Manager
• “Someone whose primary responsibility is to carry out the management
process.”-Griffin
• “Are individuals in an organization who direct and oversee the activities
of other people in the organization.”-Robbins
• A person who is responsible for a part of a business or organization, this
may include supervising and managing a group of people.
Levels of Managers
Top managers:
• Those at or near the top of an
organization. Responsible for making
decisions about the direction of the
organization and establishing policies
and philosophies that affect all
organizational members.
• Titles: Vice president, president,
chancellor, managing director,
chief operating officer, chief
executive officer, or chairperson
of the board.
Levels of Managers
• Middle managers: Managers found between the lowest and top levels of
the organization. Are typically responsible for translating the goals set by
top managers into specific details that lower-level managers will see get
done.
• Titles: Department or agency head, project leader, unit chief, district manager,
division manager, plant manager, branch manager or store manager.
Levels of Managers
• First-line managers: Individuals supervise and coordinate the activities
of operating employees. Are responsible for directing the day-to-day
activities of nonmanagerial employees.
• Titles: supervisors, team leaders, coaches, shift managers, or unit coordinators.
• Nonmanagerial employees: People who work directly on a job or task
and have no responsibility for overseeing the work of others.
• Titles: associates, team members, contributors, or even employee partners.
Management Functions
The Management Process
• Management involves four basic
activities—planning and decision
making, organizing, leading, and
controlling.
• Although there is a basic logic
for describing these activities in
this sequence, most managers
engage in more than one activity
at a time and often move back
and forth between the activities
in unpredictable ways.
Management Functions
• Planning: Means setting an organization’s goals and deciding how best
to achieve them. Decision making involves selecting a course of action
from a set of alternatives. It involves setting goals, establishing strategies
for achieving those goals, and developing plans to integrate and
coordinate activities.
• Organizing: A process that initiates implementation of plans by clarifying
jobs, working relationships and effectively deploying resources for
attainment of goals. It includes determining what tasks are to be done
and by whom, how tasks are to be grouped, who reports to whom, and
who will make decisions.
Management Functions
• Leading: The ability of an individual to influence, motivate, and enable
others to contribute towards achieving a common goal. It includes
motivating employees, directing the activities of others, selecting the
effective communication channel and resolving conflicts.
• Controlling: Management function that involves monitoring activities to
ensure that they’re being accomplished as planned and correcting any
significant deviations.
Management Levels and Functions
Management Skills
Robert L. Katz and others have proposed that managers must possess and
use four critical management skills in managing.
• Technical skills: Are the job specific knowledge and techniques needed
to proficiently perform work tasks. These skills tend to be more
important for first-line managers because they typically are managing
employees who use tools and techniques to produce the organization’s
products or service for the customers.
• Human skills: The ability to work well with other people individually and
in a group. Because all managers deal with people, these skills are
equally important to all levels of management.
Management Skills
• Conceptual skills: Are the skills managers use to think and to
conceptualize about complex situations. Using these skills, managers see
the organization as a whole, understand the relationships among various
subunits, and visualize how the organization fits into its broader
environment. These skills are most important to top managers.
• Political skills: A manager’s ability to build a power base and establish
the right connections. Managers who have and know how to use
political skills tend to be better at getting resources for their groups.
Management Skills and Levels
Management Roles
• Refers to specific categories of
managerial actions or behaviors
expected of a manager.
• The study of Henry Mintzberg (1960)
found that managers perform 10
different but interrelated roles often
grouped around interpersonal
relationships, information transfer,
and decision making.
Management Roles
• Interpersonal roles (3): Involving people (subordinates and persons
outside the organization) and other duties that are ceremonial and
symbolic in nature.
• Informational roles (3): Involving collecting, receiving, and
disseminating information.
• Decisional roles (4): Entailing making decisions or choices.
Management Roles
Interpersonal Roles
1. Figurehead: Performs symbolic legal or social duties.
2. Leader: The Leader builds relationships with employees and
communicates with, motivates, and coaches them.
3. Liaison: The liaison maintains a network of contacts outside
the work unit to obtain information.
Management Roles
Informational Roles:
1. Monitor: The monitor seeks internal and external information about
issues that can affect the organization.
2. Disseminator: The disseminator transmits information internally that is
obtained from either internal or external sources.
3. Spokesperson: The spokesperson transmits information about the
organization to outsiders.
Management Roles
Decisional Roles:
1. Entrepreneur: The entrepreneur acts as an initiator, designer, and
encourage change and innovation.
2. Disturbance handler: The disturbance handler takes corrective action
when the organization faces important, unexpected difficulties.
3. Resource allocator: The resource allocator distributes resources of all
types, including time, funding, equipment, and human resources.
4. Negotiator: The negotiator represents the organization in major
negotiations affecting the manager’s areas of responsibility.
Thank you all