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Topic : Introduction to Management
Facilitator: Dr. K. Kajendra, Dr. K. Kajendra, Senior Lecturer, Ph.D., M.B.A., M.Com, B.Com (Special)
Department of Marketing,Faculty of Management and Finance,
University of Colombo1
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The Nature of Management
Managers have to cope with diverse and far- reaching challenges
1. To keep pace with ever-advancing technology
2. To find ways to incorporate the Internet and3. e-business into their strategies and businessmodel
4. Strive to remain competitive in a dynamic andfar reaching world
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What Do Managers Have in Common?
They get things done through their organization. They create the systems, conditions and
environment that enable organizations to survive
and thrive beyond the tenure of any specificsupervisor or manager.
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Who Are Managers?
ManagerSomeone who works with and through other peopleby coordinating and integrating their work activities inorder to accomplish organizational goals.
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Classifying Managers
First-line ManagersAre at the lowest level of management and managethe work of non-managerial employees.
Middle ManagersManage the work of first-line managers. Top Managers
Are responsible for making organization-wide
decisions and establishing plans and goals that affectthe entire organization.
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Managerial Levels
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Dimensions of Managers tasks
Role
Functions
Skills
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What Is Management?
Managerial ConcernsEfficiency
Doing things right Getting the most output
for the least inputs
EffectivenessDoing the right things Attaining organizational
goals
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Effectiveness and Efficiency in Management
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Management in organizations
Structure
People
processes
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Definition of Management
The attainment of organizational goals in aneffective and efficient manner through
Four functions
planning,organizing ,leading , andcontrolling organizational resources.
Managers use a multitude of skills to performfunctions
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Definitions
The process of achieving organizational goalsengaging in management functions.
Art of getting things done through other people
The process of working with and throughothers to effectively achieve organizationalobjectives by efficiently using limited resourcesin changing environment
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Dimensions of Managers tasks
Role
Functions
Skills
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What Do Managers Do?
Functional ApproachPlanning
Defining goals, establishing strategies to achieve goals,developing plans to integrate and coordinate activities.
OrganizingArranging work to accomplish organizational goals.
LeadingWorking with and through people to accomplish goals.
ControllingMonitoring, comparing, and correcting the work.
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Management Functions
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What Do Managers Do? (contd) Mintzergs Managerial
Roles Management Roles Approach
Interpersonal rolesFigurehead, leader, liaison
Informational rolesMonitor, disseminator,spokesperson
Decisional rolesEntrepreneur, Disturbancehandler, resource allocator,negotiator
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What Do Managers Do? (contd)
Skills ApproachTechnical skills
Knowledge and proficiency in a specific field
Human skillsThe ability to work well with other peopleConceptual skills
The ability to think and conceptualize about abstractand complex situations concerning the organization
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Skills Needed at Different Management Levels
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Participants exercise
SKILLS THAT ARE IMPORTANT TO ME AS AMANAGER
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SKILLS THAT ARE IMPORTANT TO ME AS A
MANAGERManage people, time, and task
Interpersonal skills
Effective Communication
Thinking critically
Identifying clear roles for employees
Ability to forecast and plan accordingly
Creating an environment of openness, trust, and
challenge 120
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HOW CAN YOU DEVELOP YOUR SKILLS ?
.. ..
..
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HOW CAN YOU DEVELOP YOUR SKILLS ?
Judicious selection of a mentor at the work placeContinuous updation of knowledge
Discussion and exchange of ideas among peersand friends.Having the courage to question
Challenging the status quoBeing open to failure and to learn from mistakes
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Conceptual Skills
Using information to solve business problems
Identifying of opportunities for innovation
Recognizing problem areas and implementingsolutions
Selecting critical information from masses ofdata
Understanding of business uses of technology Understanding of organizations business model
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Communication Skills
Ability to transform ideas into words and actions
Credibility among colleagues, peers, andsubordinates
Listening and asking questions
Presentation skills; spoken format
Presentation skills; written and/or graphicformats
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Effectiveness Skills (contd)
Setting and maintaining performance standardsinternally and externally
Setting priorities for attention and activity
Time management
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Interpersonal Skills
Coaching and mentoring skills
Diversity skills: working with diverse people andcultures
Networking within the organization
Networking outside the organization
Working in teams; cooperation and commitment
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How The Managers Job Is Changing
The Increasing Importance of CustomersCustomers: the reason that organizations exist
Managing customer relationships is the responsibility ofall managers and employees.Consistent high quality customer service is essential forsurvival.
InnovationDoing things differently, exploring new territory, and
taking risksManagers should encourage employees to be aware ofand act on opportunities for innovation.
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ChangesImpactingthe ManagersJob
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What Is An Organization?
An Organization DefinedA deliberate arrangement of people to accomplishsome specific purpose
Common Characteristics of OrganizationsHave a distinct purpose (goal)Composed of peopleHave a deliberate structure
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Characteristics of Organizations
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The Changing Organization
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Universal Need for Management
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Rewards and Challenges of Being A Manager
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Historical Background of Management
Ancient ManagementEgypt (pyramids) and China (Great Wall)
Adam SmithPublished The Wealth of Nations in 1776Advocated the division of labor (job specialization) toincrease the productivity of workers
Industrial RevolutionSubstituted machine power for human laborCreated large organizations in need of management
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Development of Major Management Theories
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Taylors Four Principles of Management
1. Develop a science for each element of an individuals work,which will replace the old rule-of-thumb method.
2. Scientifically select and then train, teach, and develop theworker (previously, workers chose their own work andtrained themselves as best they could).
3. Heartily cooperate with the workers so as to ensure that allwork is done in accordance with the principles of the sciencethat has been developed.
4. Divide work and responsibility almost equally between
management and workers. Management takes over all workfor which it is better fitted than the workers( previously.almost all the work and the greater part of the responsibilitywere thrown on the workers).
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General Administrative Theorists
Henri FayolBelieved that the practice of management was distinctfrom other organizational functionsDeveloped fourteen principles of management thatapplied to all organizational situations
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Division of work. Specialization increases output by making
employees more efficient.Authority. Managers must be able to give orders.
Discipline . Employees must obey and respect the rules that
govern the org.
Unity of command . Every employees should receive orders
from only one superior.
Unity of Direction . The org. should have a single plan of
action to guide managers and workers.
Subordination of individual interest to the general interest.
Remuneration. Workers must be paid a fair wage for their
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Centralization. Refers to the degree to which subordinates are
involved in decision making
Scalar Chain . The line of authority from top mgt. to the lowest ranks
is the scalar chain.
Order . People and materials should be in the right place right time.
Equity. Managers should be kind and fair to their subordinates.
Stability of tenure of personnel . Management should provide orderly
personnel planning and ensure that replacements are available to fill
vacancies.
Initiatives. Employees who are allowed to originate and carry outplans exert high levels of effort.
Esprit de corps . Promoting team sprit will build harmony and unity
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Max WeberDeveloped a theory of authority based on an idealtype of organization (bureaucracy)
Emphasized rationality, predictability, impersonality,technical competence, and authoritarianism
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Webers Ideal Bureaucracy
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The Contingency Approach
Contingency Approach Defined
Also sometimes called the situational approach.
There is no one universally applicable set of
management principles (rules) by which to manageorganizations.
Organizations are individually different, face differentsituations (contingency variables), and require
different ways of managing.
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The Organization as an Open System
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Systems View of Organizations
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The Hawthorne Experiments/ StudiesThe important contribution to the human relationsmovement with in organisational behaviour came outof the Hawthorne studies under taken at the WesternElectric companys Hawthorne works in Cicero,illinois.This study originally begun in 1924.
Implication of the Hawthorne StudiesWith some limitations ( philosophical, theoritical andmethodological), the Hawthorne studies did provide
some interesting insights that contributed to a betterunderstanding of human behaviour in organisation.
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Implications of the Systems Approach
Coordination of the organizations parts isessential for proper functioning of the entireorganization.
Decisions and actions taken in one area of theorganization will have an effect in other areas ofthe organization.
Organizations are not self-contained and,therefore, must adapt to changes in theirexternal environment.
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Current Trends and Issues
Globalization Ethics Workforce Diversity
Entrepreneurship E-business Knowledge Management Learning Organizations Quality Management
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Current Trends and Issues (contd)
GlobalizationManagement in international organizationsPolitical and cultural challenges of operating in aglobal market
EthicsIncreased emphasis on ethics education in collegecurriculumsIncreased creation and use of codes of ethics bybusinesses
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Current Trends and Issues (contd)
Workforce DiversityIncreasing heterogeneity in the workforce
More gender, minority, ethnic, and other forms ofdiversity in employees that reflect differences.
Aging workforceOlder employees who work longer and do not retire
The increased costs of public and private benefits forolder workers
An increasing demand for products and services relatedto aging ( entertainment, travel, health care, financialplanning, home repair, and other professional services)
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E-Business (Electronic Business)The work preformed by an organization usingelectronic linkages to its key constituencies
E-commerce: the sales and marketing component ofan e-business
Categories of E-Businesses
E-business enhanced organization E-business units withintraditional org. e.g. doing e.business partly.
E-business enabled organization- E.business tools andapplications used within traditional org. e.g. communicate throughe.mail. .
Total e-business organization- Org.s entire work processesrevolve around e.business model. E.g. Amazon.com, Yahoo, E*trade,eBay.
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Types of E-Commerce Transactions
Business-to-Consumer B2CSelling Products and
Services Online
Business-to-Business B2BTransactions Between
Organizations
Consumer-to-Consumer C2CElectronic Markets
Created by Web-BasedIntermediaries
Government to Business
All transactions betweencompanies and government
organization
E. Commerce
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Knowledge ManagementThe cultivation of a learning culture whereorganizational members systematically gather andshare knowledge with others in order to achievebetter performance.
Learning OrganizationAn organization that has developed the capacity tocontinuously learn, adapt, and change.
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Quality Management
Inspired by the total quality management (TQM) ideasof W. Edwards Deming, and Joseph M. Juran (1950).
A philosophy of management driven by continualimprovement in the quality of work processes andresponding to customer needs and expectations
Quality is not directly related to cost
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What is Management Quality (TQM)?
Intense focus on the customer
Concern for continual improvement
Very good is not good enough. Quality can always be improved.
Process-focused- focuses on work processes continually
Improvement in the quality of everything the
org. does.
It relates to not only to the final products but also to howthe org. handles deliveries, how rapidly it responds tocomplaints, how politely phones are answered.
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Accurate measurement Uses statistical techniques to measure every critical
variable in the organizations operations. These are compared against standards or bench marks to identify problems and eliminate their causes.
Empowerment of employees
Teams are widely used in TQM programs as empowerment vehicles for finding and solving problems.
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Managing During Turbulent Times
Stay Calm Be Visible
Put People Before Business Tell the Truth Know When to Get Back to Business
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The Process of Management
Planning
Leading
Resources
Controlling Organizing
Performance
Human
Financial
Raw Materials
Technological
Information
Attain goals
Products
Services
Efficiency
Effectiveness
Use influence tomotivate employees
Select goals and
ways to attainthem
Assign responsibilityfor task
accomplishment
Monitor activitiesand make
corrections