Overview off Management

What is an Organization?

An organization is a group of people who work together in a planned and organized way to reach
a specific goal.

3 Main Features of an Organization:

1. Clear Purpose (Goal)
Every organization has a goal — like making a product, giving a service, or solving a problem.
2. Group of People
An organization is made up of people. Each person has a role and helps in achieving the goal.
3. Proper Structure
There is a system where everyone knows what their job is, who they report to, and how to work
together.

Organizational Resources

Every organization needs 4 main resources to achieve its goals:

1. Human Resources
• People who work in the organization.
• Includes managers and workers (staff).

2. Financial Resources
• The money used to run the organization.
• Supports both daily work and long-term plans.
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3. Physical Assets
• Things the organization owns and uses, like:
• Raw materials
• Buildings
• Offices
• Land
• Machines and tools

4. Information
• Useful data and knowledge for decision-making.
• Includes reports, systems, and technology that help the organization work better.

Four Functions of Management

Managers perform 4 main functions to help the organization run smoothly:

Planning
Organixing
Leading
Controlling

What is Management?

Management is a set of activities like planning, organizing, leading, and controlling. These
activities are done to use an organization’s resources (people, money, physical things, and
information) to achieve its goals in an efficient and effective way.

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Key Points:
• Managers are the people who perform these activities.
• They plan, organize, lead, and control to help the organization achieve its goals.
• A manager is responsible for carrying out the management functions.

Who is a Manager?

A Manager is someone who:

• Plans and makes important decisions.
• Organizes resources (people, money, things, and information).
• Leads and motivates the team.
• Controls everything to make sure goals are met.

1. Director IMS
• A manager who handles all the information and technology in an organization.

2. Coordinator BBA/BPA
• A manager who organizes and manages tasks in a business or public administration setting.

3. Police Officer
• A manager who leads police officers and manages law and order in society.

4. Imam of Masjid
• A manager who leads prayers and manages activities in a mosque.

5. Surgeon
• A manager who leads surgeries and manages a team of doctors and nurses.

6. Web-Designer
• A manager who designs and manages websites, making sure they work well.

7. Football Coach
• A manager who trains and leads the football team, making strategies for winning.
• A manager who trains and leads the football team, making strategies for winning.

8. Chef
• A manager who runs the kitchen, leads the cooking team, and ensures food is made
properly.

The Process of Management:

1. Planning
• Planning is the first step in management.
• It involves setting the organization’s goals and deciding how to achieve them.
• Decision Making is part of planning. You have to choose the best action to take from
different options available.
• For example, if the goal is to increase sales, planning will help decide whether to launch a
new product, increase advertising, or improve customer service.

2. Organizing
• Organizing comes after planning.
• It means figuring out the best way to arrange tasks and resources (people, money, time,
equipment) to make the plan happen.
• Organizing answers the following key questions:
• How to allocate time and resources
(For example, how much money will be spent on marketing, and how many hours will employees
work?)
• What needs to be done, and why
(What actions are required to achieve the goal, and why is it important?)
• When is it to be done, and how will it be done
(When will tasks be completed, and what method will be used to finish them?)
• Who will do the job
(Who is responsible for which tasks? Who will handle customer calls, or manage inventory?)
• Where should it be done
(Where will the work take place? In the office, at a factory, or online?)
(Where will the work take place? In the office, at a factory, or online?)

Leading
• Leading means directing and motivating people to work towards the organization’s goals.
• A leader guides and encourages the team, helping them stay focused.
• A good leader is also a role model, showing the right behavior for others to follow.

Controlling
• Controlling is about monitoring what’s happening to make sure everything is going
according to plan.
• It involves checking if the organization’s actual performance matches the planned goals.
Organizational Performance:

1. Efficienc
• Efficiency means using resources (like time, money, and people) in the best way to
achieve a goal.
• It focuses on getting the most results with the least effort.
• “Doing Things Right” means completing tasks in the best way possible.

2. Effectiveness
• Effectiveness is about choosing the right goals and successfully achieving them.
• It focuses on making the right decisions and doing things that lead to the best outcome.
• “Doing the Right Things Right” means selecting the right goals and achieving them the
right way.

In the case of Sony:

• Sony might be efficient in producing portable cassette tape players — they might have the
technology, resources, and process to make them quickly and cheaply.
• However, if consumers no longer want portable cassette tape players, then even though
Sony is efficient, it would not be effective because the product wouldn’t meet customer needs.
Sony is efficient, it would not be effective because the product wouldn’t meet customer needs.

Management is an Ongoing Process

• Management doesn’t happen in a simple step-by-step order.
• Instead, it is continuous and happens all the time.
• Managers often work on multiple tasks at once. They don’t just focus on one thing at a
time. They may be planning, organizing, leading, and controlling all together.

Top Managers
• Small group of top executives (like CEO, Director, etc.)
• They manage the entire organization.
• Make big decisions and set long-term goals and plans for the whole company.

2. Middle Managers
• They follow the plans made by top managers.
• They guide and supervise first-line managers.
• They act as a bridge between top managers and lower levels.

3. First-Line Managers
• They manage non-managerial employees (like workers, staff).
• They make sure daily work is done properly.
• They supervise and coordinate the team working directly on products or services.

In short:
• Top Managers = Make plans and big decisions.
• Middle Managers = Pass on plans and supervise first-line managers.
• First-Line Managers = Handle workers and daily tasks.
Managerial Skills
Managerial Skills

Technical Skills
• These are the skills needed to understand or do a specific type of work.
• Example: using machines, computer software, tools, or processes related to the job.
• Help managers guide and support workers effectively.
• Very important for First-Line Managers, because they work closely with employees doing
the actual tasks.
Interpersonal Skill
• These are the skills used to communicate, understand, and motivate people.
• Help managers build good relationships with others at work.

Why Interpersonal Skills are Important?

• Managers need to get along with:
• Subordinates (people who work under them)
• Peers (colleagues at the same level)
• Higher-level managers (their own bosses)

Conceptual Skills
• These are the thinking skills needed to understand the whole organization.
• Help managers see how different parts of the organization work together.

Why Conceptual Skills Are Important?

• Help managers:
• Understand the goals of the organization.
• Know how the organization is structured (departments, teams, etc.).
• See the organization as a system where every part affects the others.
• Make decisions in a changing environment.

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In Short:
• Conceptual Skills = Thinking about the big picture.
• Mostly used by top managers to plan and lead the whole organization.
Time-Management Skills
• These skills help a manager organize and manage time well.
• Involve the ability to:
• Prioritize tasks (do the most important work first)
• Complete work on time
• Avoid wasting time and stay focused

1. Analytical/Diagnostic Skills
• The ability to identify problems, understand them clearly, and find the best solutions.
• Helps managers make smart decisions by analyzing the situation carefully.

In short:
• Analytical Skills = Understanding problems and solving them logically.

2. Computer Skills
• The ability to use business software and digital tools.
• Important for tasks like emailing, forecasting, budgeting, and using the Internet for
business work.
The Nature of Management

The work of a manager is often challenging and involves

• Uncertainty – Managers face situations where the future is not clear.
• Change – Things in business keep changing (like market trends, technology, etc.), and
managers must adapt.
• Interruption – Managers often get interrupted while working and have to handle many
issues at once.
• Fragmented Activities – A manager’s day is filled with many small tasks, not just one big
job. They must switch between tasks quickly.
Becoming a Manager

To become a successful manager, a person needs to develop both the science and art of
management.

How to Acquire Managerial Skills?

1. Education
• Learn management concepts, theories, and tools through business or management
studies.
2. Experience
• Gain real-world experience by working in different roles and learning from practical
situations.
3. Training
• Attend workshops, seminars, or courses to improve specific skills like communication,
leadership, and time management.
4. Observation & Mentoring
• Learn by watching experienced managers and taking guidance from mentors.
5. Practice
• Improve by making decisions, solving problems, and managing people regularly.
Managerial Roles – Henry Mintzberg’s View

Henry Mintzberg studied what managers actually do and found that they perform 10 roles,
grouped into 3 main categories.

What is a Role
• A role is a set of actions, responsibilities, and behaviors expected from a person in a
certain position.
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1. Interpersonal Roles

These roles involve interacting and communicating with people inside and outside the
organization.

a) Figurehead
• Represents the organization in formal events.
• Has a title but performs symbolic duties (e.g., attending meetings, signing documents).

b) Leader
• Involves supervising, guiding, motivating, and hiring employees.
• Focuses on building and managing the team.

Decisional Roles

These roles focus on making important decisions for the organization.

1. Entrepreneur
• Looks for new opportunities and drives changes.
• Takes risks to help the organization grow.

2. Disturbance Handler
• Solves unexpected problems or conflicts.
• Makes sure issues are quickly fixed.

3. Resource Allocator
• Decides how to distribute resources like money, time, and people.
• Makes sure resources are used in the best way.

4. Negotiator
• Represents the organization in negotiations.
• Works out agreements with clients, suppliers, or employees.

In short:
• Decisional Roles = Making decisions, solving problems, and managing resources.

Henry Mintzberg’s 10 Managerial Roles:

Category Role Example Activities

Interpersonal Figurehead Attending ribbon-
cutting ceremony for a
new plant.
Leader Encouraging
employees to improve
productivity.
Liaison Coordinating activities
of two project groups.
Informational Monitor Scanning industry
reports to stay
updated.
Disseminator Sending memos about
new plans or
initiatives.
Spokesperson Making a speech
about the company’s
growth plans.
Decisional Entrepreneur Developing new ideas
for innovation.
Disturbance Handler Resolving conflicts
between employees.
Resource Allocator Reviewing and
revising budgets.
Negotiator Reaching agreements
with suppliers or
unions.