DEVELOPMENT OF MANAGEMENT THOUGHT

October 11, 2008

DEVELOPMENT OF MANAGEMENT THOUGHT

MANAGEMENT -Definitions
y Management y Old French- mnagement the art of conducting,

directing , y Latin- manu agere to lead by the hand y From the above it is the process of leading and directing all or part of an organization, often a business, through the deployment and manipulation of resources (human, financial, material, intellectual or intangible)
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MANAGEMENT -Definitions
According to Peter Drucker
y Management is a multipurpose

organ that manages a business manager and manages worker and work.

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MANAGEMENT -Definitions
According to F. W. TAYLOR

Management is knowing exactly what you want men to do and then seeing that hey do it in the best and cheapest way.

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MANAGEMENT -Definitions
According to Henry FayolThe process of coordinating and integrating work activities so that they are completed efficiently and effectively with and through other people.
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MANAGEMENT -Definitions
Management is the art and science of getting things one through others, generally by organizing and directing their activities on the job.

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Effectiveness and Efficiency in Management

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What Is Management?
y Managerial Concerns y Efficiency
y

Doing things right y Getting the most output for the least inputs Doing the right things y Attaining organizational goals

y Effectiveness
y

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Characteristics of Managment
1. MULTIDISCIPLINARY. 2. IT S A GROUP ACTIVITY. 3. ITS GOAL ORIENTED. 4. IT S A FACTOR OF PRODUCTION. 5. ITS UNIVERSAL IN CHARACTER. 6. ITS A SOCIAL PROCESS. 7. ITS DYNAMIC.

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Characteristics of Management
8. IT IS A PROFESSON. 9. IT IS AN INTANGIBLE FORCE. 10. IT IS SITUATIONAL 11. IT INFLUENCES BEHAVIOUR. 12. ITS AN INTEGRATION OF HUMAN. 13. BALANCING EFFECTIVNESS AND EFFICIENCY. 14. IT IS A SYSTEM OF AUTHORITY. 15. IT IS AN ART AS WELL AS A SCIENCE.
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Classifying Managers
y First-line Managers y Individuals who manage the work of non-managerial employees. y Middle Managers y Individuals who manage the work of first-line managers. y Top Managers y Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

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Exhibit 1 1

Managerial Levels

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Exhibit 1 3

Management Functions

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Who Are Managers?

y Manager y Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

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What Do Managers Do?

y Functional Approach y Planning
y

Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.

y Organizing y Arranging and structuring work to accomplish organizational goals. y Leading y Working with and through people to accomplish goals. y Controlling y Monitoring, comparing, and correcting work.

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What Do Managers Do? (cont d)

y Management Roles Approach

(Mintzberg)
y Interpersonal roles
y

Figurehead, leader, liaison Monitor, disseminator, spokesperson Disturbance handler, resource allocator, negotiator

y Informational roles
y

y Decisional roles
y

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What Managers Actually Do (Mintzberg)

y Interaction y with others y with the organization y with the external context of the organization y Reflection y thoughtful thinking y Action y practical doing
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What Do Managers Do? (cont d)

y Skills Approach y Technical skills
y

Knowledge and proficiency in a specific field The ability to work well with other people The ability to think and conceptualize about abstract and complex situations concerning the organization

y Human skills
y

y Conceptual skills
y

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Exhibit 1 5

Skills Needed at Different Management Levels

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Exhibit 1 6

Conceptual Skills

Using information to solve business problems Identifying of opportunities for innovation Recognizing problem areas and implementing solutions Selecting critical information from masses of data Understanding of business uses of technology Understanding of organizations business model

Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

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Exhibit 1 6

Communication Skills

Ability to transform ideas into words and actions Credibility among colleagues, peers, and subordinates Listening and asking questions Presentation skills; spoken format Presentation skills; written and/or graphic formats

Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

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Exhibit 1 6

Effectiveness Skills

Contributing to corporate mission/departmental objectives Customer focus Multitasking: working at multiple tasks in parallel Negotiating skills Project management Reviewing operations and implementing improvements
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

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Exhibit 1 6

Effectiveness Skills (cont d)

Setting and maintaining performance standards internally and externally Setting priorities for attention and activity Time management

Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

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Exhibit 1 6

Interpersonal Skills (cont d)

Coaching and mentoring skills Diversity skills: working with diverse people and cultures Networking within the organization Networking outside the organization Working in teams; cooperation and commitment

Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

2007 Prentice Hall, Inc. All rights reserved.

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Exhibit 1 7

Management Skills and Management Function Matrix

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How The Manager s Job Is Changing

y The Increasing Importance of Customers y Customers: the reason that organizations exist
y

Managing customer relationships is the responsibility of all managers and employees. Consistent high quality customer service is essential for survival.

y Innovation y Doing things differently, exploring new territory, and taking risks
y

Managers should encourage employees to be aware of and act on opportunities for innovation.
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Exhibit 1 8 Changes Impacting the Manager s Job

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What Is An Organization?
y An Organization Defined y A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). y Common Characteristics of Organizations y Have a distinct purpose (goal) y Composed of people y Have a deliberate structure

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Exhibit 1 9

Characteristics of Organizations

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Exhibit 1 10

The Changing Organization

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Why Study Management?

y The Value of Studying Management
y The universality of management
y

Good management is needed in all organizations. Employees either manage or are managed. Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewards for their efforts.
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y The reality of work

y

y Rewards and challenges of being a manager

y

Exhibit 1 11

Universal Need for Management

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Exhibit 1 12

Rewards and Challenges of Being A Manager

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Terms to Know
y y y y y y y y y y y

manager first-line managers middle managers top managers management efficiency effectiveness planning organizing leading controlling

y y y y y y y y y

management roles interpersonal roles informational roles decisional roles technical skills human skills conceptual skills organization universality of management

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