managing - bangladesh university of engineering and …teacher.buet.ac.bd/aamamun/managers and...

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1Chapter

ManagingandManagers

Learning Outcomes

• Define management

• Tell who managers are and where they work

• Describe what managers do

• Explain why it’s important to study management

• Describe the factors that are reshaping and redefining management

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Who Are Managers?Where Do They Work?

• Organization

– A deliberate arrangement of people brought together to accomplish a specific purpose.

• Common Characteristics of Organizations

– Distinct purpose

– People working together

– A deliberate systematic structure

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How Are Managers Different from Nonmanagerial Employees?

• Nonmanagerial Employees

– People who work directly on a job or task and have no responsibility for overseeing the work of others.

– Examples:associates, team members

• Managers

– Individuals in organizations who direct the activities of others.

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What Titles Do Managers Have?

• Top Managers – Responsible for making decisions about the direction

of the organization.– Examples; President, Chief Executive Officer, Vice-

President

• Middle Managers – Manage the activities of other managers. – Examples; District Manager, Division Manager

• First-line Managers – Responsible for directing nonmanagerial employees– Examples; Supervisor, Team Leader

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What Is Management?

• Management

– The process of getting things done effectively and efficiently, with and through people

• Effectiveness

– “Doing the right things”, doing those tasks that help an organization reach its goals

• Efficiency

– Concerned with the means, efficient use of resources like people, money, and equipment

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What Do Managers Do?

In the functions approach proposed by French industrialist Henri Fayol, all managers perform certain activities or functions

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Four Management Functions

• Planning– Defining the organizational purpose and ways to

achieve it

• Organizing – Arranging and structuring work, authorities and

resources to accomplish organizational goals

• Leading– Directing and motivating the work activities of others

• Controlling – The process of insuring that actual activities conform

to planned activities

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What Roles Do Managers Play?

Henry Mintzberg observed that a manager’s job can be described by ten roles performed by managers in three general categories

• Interpersonal Roles – Figurehead, Leader, and Liaison

• Informational Roles – Monitor, Disseminator and Spokesperson

• Decisional roles – Entrepreneur, Disturbance Handler, Resource

Allocator and Negotiator

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What Skills Do Managers Need?

Robert Katz and others describe three critical skills in managing

• Conceptual Skills – The ability to coordinate and integrate all of an

organization’s interests and activities

• Interpersonal Skills – The ability to communicate, motivate, mentor and

delegate

• Technical Skills– The ability to use the procedures, techniques and

knowledge of a specified field

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Why Study Management?

• All of us have a vested interest in improving the way organizations are managed

• Organizations that are well managed find ways to prosper even in challenging economic times

• After graduation most students become managers or are managed

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What Factors Are Reshaping and Redefining Management?

Welcome to the new world of management! Today managers must deal with

– Changing workplaces

– Ethical and trust issues

– Global economic uncertainties

– Changing technologies

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Why Are Customers Important to the Manager’s Job?

• Without customers most organizations would cease to exist

• Today we’re discovering that employee attitudes and behaviors play a big part in customer satisfaction

• Managers must create a customer responsive where employees are friendly, knowledgeable, responsive g to customer needs

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Why Is Innovation Important to the Manager’s Job?

• “Nothing is more risky than not innovating”

• Innovation isn’t just important for high technology companies but essential in all types of organizations

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A Brief History ofManagement’s Roots

History Module

Early Management

• Management has been practiced a long time.

• Organized endeavors directed by people responsible for planning, organizing, leading and controlling have existed for thousands of years

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Scientific Management School(1890-1940)

• Frederick W. Taylor– Described scientific management

as a method of scientifically finding the “one best way to do a job”

– Scientific selection of worker.

– scientific education and development.

– Intimate and friendly cooperation between management and labor.

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• Key feature– Management and labor has a

common interest in increasing productivity

– He broke each job down into its component and designed the quickest and best method of performing each component

– Pay more productive workers at a higher rate than others

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Scientific Management School(1890-1940)

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• Advantages– Production ‘miracle’

– Its efficiency technique have been alsoapplied to many non-industrialorganization. Ex: Fast food service, surgeons

• Limitations– Working harder and faster would exhaust

whatever work available.

– Pressure on employee to work faster

– Some managers exploit workers

– More worker joined unions and mistrustand suspicion is reinforced.

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Scientific Management School(1890-1940)

• Henry L. Gantt

– Introduced a second motivation, an incentives to supervisor

– Work progresses should rated and recorded publicly. (lead to creation of “Gantt chart”)

• The Gilbreths (Frank & Lillian)

– Used motion picture camera to find most economical motion for each task to upgrade performance and reduce fatigue

– Aim was to help workers to reach their full potential as human beings.

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Scientific Management School(1890-1940)

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Classical Organization Theory Approaches(1940-1990)

– Find Guidelines for managing complex organization

– Henri Fayol identified 14 management principles

– Fayol first tells ‘management is a skill like any other’

– Taylor was interested in organization functions. Fayol was interested on the total organization and focused on management.

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Fayol’s 14 Principles

– Division of labor

– Authority

– Discipline

– Unity of command

– Unity of direction

– Subordination of individual interest to the common good

– Remuneration

– Proper Centralization

– The Hierarchy

– Order(material and people)

– Equity or Fairness

– Stability of staff

– Initiatives

– Promoting team spirit

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Classical Organization Theory Approaches(1940-1990)

– ‘Bureaucratic management’ proposed by German sociologist Max Weber

– Stressed for a strictly defined hierarchies governed by clearly defined regulations and line of authority

– Performance evaluations should merit basis

– General Electric, Xerox , Ford etc.

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Behavioral Approaches(1920-1990)

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• Maslaw’s Need Theory

– Needs that people are motivated to satisfy fall into a hierarchy.

– Lower level need must be satisfied before higher level need is met.

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Behavioral Approaches(1920-1990)

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• McGregor’s Theory

– Distinguished two basic assumption about people and their approach to work.

– Theory X Manager assumed that people must constantly be motivated to do their work, they dislike work, they must be motivated by force, money or praise.

– Theory Y managers assume that, people are eagerly approach their work and opportunity to develop their creative capacity.

The Hawthorne Studies

• Conducted at the Western Electric Company Works these studies:

– Provided new insights into individual and group behavior in the behavior of people at work.

– Employees work harder if they believe management is concerned about their welfare

– Informal work groups- the social environment- has a positive influence on productivity

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Management Science School

• Quantitative Approach

– Used quantitative techniques to improve decision making

– Evolved from mathematical and statistical solutions developed for military problems during World War II

– W. Edwards Deming and Joseph M. Duran ‘s ideas became the basis for total quality management (TQM)

The Contingency Approaches

• A recent approach seeks to integrate the various schools of management thought by focusing on the interdependence of the many factors involved in the managerial situation.

– Fred Feildler first popularized the contingency approach(or situational approach) which says that organizations,employees, and situations are different and requiredifferent ways of managing

– Manager’s task is to identify which technique will in aparticular situation, under particular substances and at aparticular time will contribute to the attainment of

organization goals.

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That’s all about today

Download the course material from

http://teacher.buet.ac.bd/aamamun/academic.html

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall.

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