1. Who Are Managers? Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals Changing nature o organizations and work has blurred the clear lines o distinction between managers and non!managerial employees Managerial "itles First-line managers ! manage the work o non!managerial individuals who are directly involved with the production or creation o the organization#s products Middle managers ! all managers between the $rst!line level and the top level o the organization manage the $rst!line managers Top managers ! responsible or making organization!wide decisions and establishing the plans and goals that a%ect the entire organization &. 'rganisational (evels"op ManagerMiidle Manager)irst Manager*on Managerial +mployees,. Management"he process o coordinating work activities so that they are completed e-ciently and e%ectively with and through other people+lements o de$nitionProcess ! represents ongoing unctions or primary activities engaged in by managersCoordinating ! distinguishes a managerial position rom a non!managerial one+lements o de$nitionEfciency ! getting the most output rom the least amount o inputs1. ./oing things right0&. Concerned with meansEfectiveness ! completing activities so that organizational goals are attained1. ./oing the right things0 &. Concerned with ends Management )unctions and 1rocessMost useul conceptualization o the manager#s 2ob Planning ! de$ning goals3 establishing strategies or achieving those goals3 and developing plans to integrate and coordinate activities Organizing ! determining what tasks are to be done3 who is to do them3 how the tasks are to be grouped3 who reports to whom3 and where decisions are made Leading ! directing and motivating all involved parties and dealing with employee behavior issues Controlling ! monitoring activities to ensure that they are going as planned Management 4oles Speci$c categories o managerial behavior Interpersonal ! involve people and duties that are ceremonial and symbolic in nature Informational ! receiving3 collecting3 and disseminating inormation ecisional ! revolve around making choices +mphasis that managers give to the various roles seems to change with their organizational level Management Skills Tec!nical ! 5nowledge o and pro$ciency in a certain specialized $eld "#man ! Ability to work well with other people both individually andin a group Concept#al ! Ability to think and to conceptualize about abstract and comple6 situations see the organization as a whole understand the relationships among subunits visualize how the organization $ts into its broader environment Managing Systems $ystem ! A set o interrelated and interdependent parts arranged ina manner that produces a uni$ed whole 1rovides a more general and broader picture o what managers do than the other perspectives provide Closed system ! *ot in7uenced by and do not interact with their environment Open system ! /ramatically interact with their environment 'rganizations ! take in inputs rom their environments "ransorm or process inputs into outputs 'utputs are distributed into the environment 'rganization A deliberate arrangement o people to accomplish some speci$c purpose +lements o de$nition +ach organization has a distinct purpose +ach organization is composed o people All organizations develop some deliberate structure "oday#s organizations have adopted8 )le6ible work arrangements 'pen communications 9reater responsiveness to changes:istorical ;ackground ' Management 'rganizations :ave +6isted or "housands o se o scienti$c methods to de$ne the .one best way0 or a 2ob to be done 1erspective o improving the productivity and e-ciency o manual workers Applied the scienti$c method to shop 7oor 2obs )rank and (illian 9ilbreth >se o motion pictures to study hand!and!body movements+6hibit 8 "aylor#s ? 1rinciples ' Management9eneral Administrative "heorists :enri )ayol Concerned with making the overall organization more e%ective /eveloped theories o what constituted good management practice proposed a universal set o management unctions published principles of management undamental3 teachable rules o management+6hibit 8 )ayol#s 1? 1rinciples ' Management9eneral Administrative "heorists @cont.A Ma6 Weber /eveloped a theory o authority structures and relations )#rea#cracy ! ideal type o organization division o labor clearly de$ned hierarchy detailed rules and regulations impersonal relationships+6hibit 8 Weber#s Bdeal ;ureaucracyCuantitative Approach "o Management 'perations 4esearch @Management ScienceA >se o =uantitative techni=ues to improve decision making applications o statistics optimization models computer simulations o management activities Linear programming ! Bmproves resource allocation decisions Critical-pat! sc!ed#ling analysis ! Bmproves work scheduling 1lanning involves de$ning the organization#s goals3 establishing an overall strategy3 and developing a comprehensive set o plans to integrate and coordinate organizational work informal planning ! nothing is written down little or no sharing o goals general and lacking in continuity formal planning ! written de$nes speci$c goals speci$c action programs e6ist to achieve goals Types of Plans strategic plans ! apply to the entire organization establish organization#s overall goals seek to position the organization in terms o its environment operational plans ! speciy the details o how the overall goals are to be achieved tend to cover short time periods long-term plans ! time rame beyond three years de$nition o long term has changed with increasingly uncertain organizational environments s!ort-term plans ! cover one year or less speci*c plans ! clearly de$ned with little room or interpretation re=uired clarity and predictability oten do not e6ist directional plans ! 7e6ible plans that set out general guidelines provide ocus without limiting courses o action single-#se plans ! one!time plans speci$cally designed to meet the needs o a uni=ue situation standing plans ! ongoing plans that provide guidance or activities perormed repeatedly include policies3 procedures3 and rules'rganizational Structure *omenclature organizing ! the process o creating an organization#s structure organizational str#ct#re ! the ormal ramework by which 2ob tasks are divided3 grouped3 and coordinated organizational design ! process o developing or changing an organization#s structure Work Specialization the degree to which tasks in an organization are divided into separate 2obs individuals specialize in doing part o an activity rather than the entire activity /epartmentalization the basis by which 2obs are grouped together f#nctional ! groups 2obs by unctions perormed prod#ct ! groups 2obs by product line geograp!ical ! groups 2obs on the basis o territory or geography process ! groups 2obs on the basis o product or customer 7ow c#stomer ! groups 2obs on the basis o common customers large organizations combine most or all orms o departmentalization "rends customer departmentalization is increasingly being used better able to monitor and respond to customer needs cross!unctional teams are becoming popular groups o individuals who are e6perts in various specialties involved in all aspects o bringing a new product to market Chain o Command continuous line o authority that e6tends rom upper organizational levels to the lowest levels and clari$es who reports to whom a#t!ority ! the rights inherent in a managerial position to tellpeople what to do and to e6pect them to do it responsi'ility ! the obligation to perorm any assigned duties #nity of command ! a person should report to only one manager these concepts are less relevant today due to inormation technology and employee empowerment Span o Control number o employees that a manager can e-ciently and e%ectively manage determines the number o levels and managers in an organization the wider the span3 the more e-cient the organization appropriate span in7uenced by8 the skills and abilities o employees the comple6ity o tasks perormed Motivation the willingness to e6ert high levels o e%ort to reach organizational goals3 conditioned by the e%ort#s ability to satisy some individual need efort ! a measure o intensity or drive goals ! e%ort should be directed toward3 and consistent with3organizational goals Maslow#s :ierarchy o *eeds "heory lo+er-order needs ! largely satis$ed e6ternally p!ysiological ! ood3 drink3 shelter safety ! security and protection rom physical and emotional harm assurance that physiological needs will be satis$ed "ig!er-order needs ! largely satis$ed internally social ! a%ection3 belongingness3 acceptance esteem ! internal actors like sel!respect3 autonomy e6ternal actors like status3 recognition3 attention self-act#alization ! achieving one#s potential Mc9regor#s "heory D and "heory < T!eory , ! assumes that workers have little ambition3 dislike work3 want to avoid responsibility3 and need to be closely controlled T!eory - ! assumes that workers can e6ercise sel!direction3 acceptand actually seek out responsibility3 and consider work to be a natural activity no evidence that managing on the basis o "heory < makes employees more motivated Control the process o monitoring activities to ensure that they are being accomplished as planned and o correcting signi$cant deviations control systems are 2udged in terms o how well they acilitate goal achievement mar.et control ! emphasizes the use o e6ternal market mechanisms to establish standards o perormance useul where products and services are distinct useul where marketplace competition is considerable divisions turned into pro$t centers and 2udged by the percentage o total corporate pro$ts each contributes"he Control 1rocess ;ackground assumes that perormance standards already e6ist speci$c goals are created in the planning process Measuring "o+ %e Meas#re personal o'servation ! permits intensive coverage Management )y %al.ing /ro#nd @M;WAA drawbacks ! sub2ect to personal biases consumes a great deal o time su%ers rom obtrusiveness "o+ %e Meas#re statistical reports ! numerical data are easy to visualize and e%ective or showing relationships drawbacks ! not all operations can be measured important sub2ective actors may be ignored oral reports ! includes meetings3 telephone calls may be best way to control work in a virtual environment technology permits creation o written record rom oral report drawbacks ! $ltering o inormation :ow We Measure @cont.A +ritten reports ! oten more comprehensive and concise than oralreports usually easy to $le and retrieve comprehensive control e%orts should use all our approaches What We Measure what we measure more critical than how we measure control criteria applicable to any management situation8 employee satisaction3 absenteeism3 and turnover keeping costs within budgets control system needs to recognize the diversity o activities some activities di-cult to measure in =uanti$able terms most activities can be grouped into some ob2ective segments that can be measured when ob2ective measures are not available3 should rely on sub2ective measures Comparing determines the degree o variation between actual perormance andstandard acceptable range o variation ! deviations that e6ceed this range become signi$cant