Professional Documents
Culture Documents
Introduction to Management
Management Defined
The process of administering and
coordinating resources effectively and
efficiently in an effort to achieve the
goals of the organization.
Why management is considered as an
art?
• Management must posses vision
• Management must use judgemental skill
• Management is influenced by contingency
factors
• However not all management authors agree
that mgt is an art.Some consider management
as a science.In fact most management authors
consider mgt as both an art and a science.
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©2004 South-Western/Thomson Learning
James Stoner
Definition of
management
• Management is a process of
planning, organizing, leading and
controlling the effort of the
organizational members and using
all other resources in order to
achieve the organizational goals
efficiently and effectively.
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©2004 South-Western/Thomson Learning
Elements in Stoner’s definition
• 1.Management is a process
• 2.Management must use all
organizational resources
• 3.Management must establish
goals
• 4.management must be both
efficient and effective
Chap. 15 Marketing 7e Lamb Hair McDaniel
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©2004 South-Western/Thomson Learning
Management is a process of
administering and coordinating
resources efficiently and effectively to
achieve the organizational goals.
( Lewis and others)
MANAGERS!
Managers are the people who plan, organize,
lead, and control the activities of the
organization so that its goals can be achieved.
Chap. 15 Marketing 7e Lamb Hair McDaniel
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©2004 South-Western/Thomson Learning
Why organizations are needed
• 1. Serve the society
• 2. Accomplish objectives
• 3. Preserve knowledge
• 4. Provide careers
Planning Organizing
Organizational
goals
Leading Controlling
The Four Functions of
Management
Slide 2 of 3
• Planning
– Setting goals and defining the actions
necessary to achieve those goals.
• Organizing
– The process of determining the tasks to be
done, who will do them, and how those tasks
will be managed and coordinated.
The Four Functions of
Management
Slide 3 of 3
• Leading
– Motivating and directing the members of the
organization so that they contribute to the
achievement of the goals of the organization.
• Controlling
– Monitoring the performance of the
organization, identifying deviations between
planned and actual results, and taking
corrective action when necessary.
Planning
• A process of establishing objectives and
designing strategies to achieve the objectives.
Steps in planning
• 1. Establishing goals
• 2. Define the present situations.
• 3. Determine aids and barriers
• 4. Developing action programs
Elements in leadership
• 1. Leadership involves other people
• 2.Leadership involves unequal distribution of
power
• 3.Leaders may influence others using different
sources of power
Chap. 15 Marketing 7e Lamb Hair McDaniel
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©2004 South-Western/Thomson Learning
Controlling
• A process managers ensure that actual
activities conform with planned objectives
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Functional Managers
• Responsible for only one functional area such
as marketing, production or finance.
General Managers
• Oversees a complex unit such as a company, a
subsidiary or an operating division
• Responsible for all activities of that unit e.g a
plant manager, a supermarket manager
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©2004 South-Western/Thomson Learning
Functional Manager
Chief Executive
General Parts Inc.
VP of VP of
Production Finance
General Manager
Supermarket, Inc.
3. Conceptual skills
• The ability to coordinate and integrate all of
an org.interest and activities.
• Involves seeing the organization as a whole or
in totality
Conceptual Conceptual
Conceptual
Human
Human
Human
Technical
Technical
Technical
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©2004 South-Western/Thomson Learning
Mintzberg’s Managerial Roles
Slide 1 of 4
• 1.Entrepreneur
• 2.Resource allocator
• 3.Disturbance handler
• 4.Negotiator
41
Managing in the 21st Century:
Organizational Changes
The Changing Increasing
Chief Executive Diversity in the
Officer Workplace
42
The Contemporary Manager
Slide 1 of 2
43
The Contemporary Manager
Slide 2 of 2
44