3. What is an Organization?
“An entity where two or more persons
work together to achieve a goal or a
common purpose is called organization”
4. • There are so many organizations daily we visit and see them, like
Hospitals, Colleges, Factories, Farms and Government offices.
Mosque/Church is also an example of an organization. People go there
and say prayers. Activities of praying are to achieve a certain goal.
Similarly, any unit in which two or more persons are working together
for some purpose is called an organization.
People
Purpose
Process
PODC
• If there is an organization, then there must be some people. They work
as whole for a common purpose, so there must be a defined purpose.
• If an organization doesn’t have any purpose, it will not survive for long
run. Look at the government organs all are dying. Because the people
working there had no purpose except making money.
• To achieve the purposes by using people, the processes are needed.
Without any process, you cannot achieve any type of purpose or goal.
• The last important thing for any organization is that it requires main
pillars of management i.e. PODC: Planning Organizing Directing &
Controlling The management should perform these 4 functions with
assurance
5. CLASSICAL VIEW OF MANAGEMENT
(SCIENTIFIC AND BUREAUCRATIC)
Classical Viewpoint is divided into three parts:
Scientific management
Bureaucratic management
Administrative management
6. Scientific Management:
• Scientific management is defined as the use of the scientific method to
define the “one best way” for a job to be done.
• Important Contributions:
• Frederick W. Taylor is known as the “father” of scientific management.
Taylor’s work at the Bethlehem
• Steel companies motivated his interest in improving efficiency.
• a. Taylor sought to create a mental revolution among both workers and
managers by defining clear guidelines for improving production efficiency.
He defined four principles of management.
• b. His “pig iron” experiment is probably the most widely cited example of
scientific management.
• c. Using his principles of scientific management, Taylor was able to define
the one best way for doing each job.
• d. Overall, Taylor achieved consistent improvements in productivity in the
range of 200 percent. He affirmed the role of managers to plan and control
and of workers to perform as they were instructed
7. • Frederick Winslow Taylor (1856-1915) was the first nationally known
management thinker. His “Taylorism” or “scientific management” was a
major contribution to business operations as we know them today. The
overview of his studies is given below:
• a. Taylor developed scientific management to counter the problem of
soldiering by workers—deliberately working below full capacity.
• b. Taylor pioneered the time-and-motion study, where by a work task is
broken down into its various motions, is improved by eliminating
unnecessary motions, and then the motions timed to determine optimal daily
production.
• c. Through his four principles of scientific management, Taylor advocated
scientific study of the task to find the best work method rather than relying
on traditional methods handed down from one worker to another.
• d. Taylor successfully implemented his theory at Bethlehem Steel in two
famous studies involving shoveling and pig-iron handling.
• e. Although real and imagined abuses or misuses of scientific management
occurred
(leading in one instance to a congressional investigation—and thereby
adding to Taylor’s notoriety), Taylor’s strong support of science and his
redefining the role of managers remains his primary contribution to
management theory.
8. Taylor’s 4 Principles of Scientific
Management
1. Study each part of the task scientifically, and
develop a best method to perform it.
2. Carefully select workers and train them to perform a
task using the scientifically developed method.
3. Cooperate fully with workers to ensure they use the
proper method.
4. Divide work and responsibility so management is
responsible for planning work methods using
scientific principles and workers are responsible for
executing the work accordingly
9. Definitions of scientific &
Bureaucratic Mgt
• Scientific management focused on the work
or the job and how to do it better.
• Bureaucratic management, on the other
hand, focused on how to structure the
organization better so that better overall
performance might be achieved.
10. What is Management ?
• We define management as the process of
coordinating and integrating work activities
so that they are completed efficiently and
effectively with and through other people.
• The process represents the ongoing
functions of primary activities engaged in
by managers. These functions are
typically labeled Planning, Organizing,
Directing, and Controlling. Let us
remember it by PODC.
11. The concept of organizational
performance was analyzed by
Peter Ducker
• Effectiveness is the ability to choose
appropriate goals and to achieve those goals.
• Efficiency is the ability to make the best use of
available resources in the process
of achieving goals.
Efficiency is the ratio of inputs used to achieve
some level of outputs Managing in the 21st
century:
12. Ongoing functions of primary
activities of PODC
• Planning: Organizational goals
• Organizing: Who will do what jobs
Directing: Inspiring workers to work hard
to achieve goals
• Controlling: Monitoring progress taking
corrective action
13. Skills required for Effective management
• Conceptual Skill
• HR & Behavioral Skill
• Environmental Skill
• Communication Skill
• Judgment ( when to act)
• Observation Skill
• Technical & Professional Skill
• Leadership skill
14. Skills required for Effective management
• Conceptual Skill---------------- Planning:
• HR & Behavioral Skill--------- Organizing:
• Environmental Skill------------ Organizing:
• Judgment ( when to act)----- Organizing:
• Observation Skill--------------- Organizing:
• Communication Skill---------- Directing:
• Technical & Professional Skill-----Controlling:
• Leadership skill----------------- Controlling:
17. Management Levels
• Planning tends to be more important for top-
level managers. Chief
• Organizing tends to be more important for both
top and middle-level managers. SE
• Directing is more important for first-line
managers. XEN
• Controlling is important among all levels of the
hierarchy SDO & Sub Engineer
18. Application of Skills required for Effective management on PODC
• Planning: organizational goals Conceptual Skill,
Pre Planned
• Organizing: who will do what jobs HR & Behavioral Skill
Fixed Environmental Skill ,
Judgment ( when to act)
Observation Skills
• Directing: Inspiring workers to work hard to achieve goals
Supervisory Communication Skill,
Fixed behavior
No Incentive
Controlling: Monitoring progress taking corrective action
Supervisory Technical & Professional
• Leadership skills,
19. • HR & Conceptual Skill
Behavioral
• Skill
&
Environ-
-mental
Skill
&
Judgment
(when to act)
&
Observation Technical &
skill Professional
Skill
Leadership skill
Communication Skill
23. Who are Managers ?
• “A manager is someone who works with and throughA manager is someone who works with and through
other people by coordinating their work activitiesother people by coordinating their work activities
in order to accomplish organizational goalsin order to accomplish organizational goals..””
• Now a days blurred is the clear lines of distinction between
managers and non-managerial employees.
• Many workers’ jobs now include managerial activities.
Definitions used in the past may no longer work.
• The organizational member who works with and through other
people by coordinating their work activities in order to
accomplish organizational goals.
• They may have other roles and work duties not related to
integrating the work of others.
• They perform various jobs an duties and are responsible for
higher profits and for great performance.
• National or multi-national or entrepreneurial organization.
24. What do managers do?
• 1. Management functions and management process
Planning Organizing Directing Controlling
• 2. Managers perform various roles in organizations.
• 3. While performing, variety of management skills
are needed and employed by managers.
• 4. Regardless of the level the manager is on, he or
she must ensure that the work activities as the
part of the organizational system he or she is
responsible for are coordinated and integrated.
• 5. Managers must “read” and attempt to interpret
the situational contingencies facing them before
deciding the best way to work with and through
others as they coordinate work activities.
25. ROLES
• Interpersonal roles are roles that involve people (subordinates
and persons outside the organization) and other duties that are
ceremonial and symbolic in nature.
• The three interpersonal roles include being a
Figure head, leader, and liaison.
• Informational roles involve
Receiving, collecting, and disseminating information.
• The three informational roles include a
Monitor, disseminator, and spokesperson.
• Decisional roles revolved around making choices. The four
decisional roles include -----------entrepreneur,
Disturbance handler, resource allocator, and negotiator.
• In the late 1960s, Henry Mintzberg concluded that managers perform 10 different, but
highly interrelated roles.
26. Managers need 3 types of key skills to
perform the duties and activities
• . 1. Technical skills are skills that reflect both an understanding of and a
proficiency in a specialized field. Technical skills include knowledge of
proficiency in a certain specialized field, such as engineering, computers,
accounting, or manufacturing. These skills are more important at lower
levels of management since these managers are dealing directly with
employees doing the organization’s work.
• 2. Human skills are associated with a manager’s ability to work well with
others, both as a member of a group and as a leader who gets things done
through others. Because managers deal directly with people, this skill is
crucial! Managers with good human skills are able to get the best out of their
people. They know how to communicate, motivate, lead, and inspire
enthusiasm and trust. These skills are equally important at all levels of
management.
• 3. Conceptual skills are skills related to the ability to visualize the
organization as a whole, discern interrelationships among organizational
parts, and understand how the organization fit into the wider context of the
industry, community, and world. Conceptual skills are the skills managers
must have to think and to conceptualize about abstract and complex
situations. Using these skills, managers must be able to see the
organization as a whole, understand the relationships among various
submits, and visualize how the organization fits into its broader environment
27. Four trends are likely to impact managerial work in
the future
..
• 1. Successful managers in the twenty-first century will have to be able to guide
their companies through shifts in economic conditions, modifications in
customer preferences, rapidly changing technology, and other changes.
Increasingly, successful companies will relay on innovation to successfully
meet these changes Environmental Skill
• 2. The work force is becoming increasingly diverse. Managers will need to be
able to effectively utilize a much broader selection of personnel in the
immediate future. Managing diversity is the planning and implementing of
organizational systems and practices that maximize the potential of employees
to contribute to organizational goals and develop their capabilities unhindered
by group identities such as race, gender, age, or ethnic group. In the coming
millennium, managers themselves will reflect the emerging diversity and, at the
same time, will need to be able to effectively utilize and increasingly diverse
work force. HR & Behavioral Skill
• 3. Businesses increasingly face global competition; therefore, managers need
to have greater knowledge of international business and to develop a global
perspective Businesses are also more likely to be operating in more than one
county. Global Perspective
• 4. Quality management programs have become increasingly important and
total quality management program aimed at continuous improvement have
been implemented in many business. Global competition has created an
emphasis for better quality TQM
30. Henri Fayol (1841-1925) a successful French industrialist,
developed theories about management
• 1. Division of work Specialization increases output by
making employees more efficient.
• 2. Authority. Managers must be able to give order. Authority
gives them this right. Along with authority however, goes
responsibility.
• 3. Discipline. Employees must obey and respect the rules
that govern the organization.
• 4. Unity of Command An employee should receive orders
from one superior only.
• 5. Unity of direction. The organization should have a single
plan of action to guide managers and workers.
• 6. Subordination of individual interests to the general
interest. The interests of any one employee or group of
employees should not take precedence over the interests of
the organization as a whole.
31. • 7. Remuneration. Workers must be paid a fair wage
for their services.
• 8. Centralization. This term refers to the degree to
which subordinates are involved in decision making.
• 9. Scalar Chain. The line term refers to the degree to
which subordinates are involved in decision making.
• 10. Order. People and materials should be in the right
place at the right time
• 11. Equity. Managers should be kind and fair to their
subordinates.
• 12. Stability of tenure of personnel Management
should provide orderly personnel planning and ensure
that replacements are available to fill vacancies.
• 13. Initiative. Employees who are allowed to originate
and carry out plans will exert high levels of effort.
• 14. Esprit de corps promoting team spirit will build
harmony and unity within the organization.
33. What is an Organization?
“An entity where two or more persons
work together to achieve a goal or a
common purpose is called organization”
34. • There are so many organizations daily we visit and see them, like
Hospitals, Colleges, Factories, Farms and Government offices.
Mosque/Church is also an example of an organization. People go there
and say prayers. Activities of praying are to achieve a certain goal.
Similarly, any unit in which two or more persons are working together
for some purpose is called an organization.
People
Purpose
Process
PODC
• If there is an organization, then there must be some people. They work
as whole for a common purpose, so there must be a defined purpose.
• If an organization doesn’t have any purpose, it will not survive for long
run. Look at the government organs all are dying. Because the people
working there had no purpose except making money.
• To achieve the purposes by using people, the processes are needed.
Without any process, you cannot achieve any type of purpose or goal.
• The last important thing for any organization is that it requires main
pillars of management i.e. PODC: Planning Organizing Directing &
Controlling The management should perform these 4 functions with
assurance
35. CLASSICAL VIEW OF MANAGEMENT
(SCIENTIFIC AND BUREAUCRATIC)
Classical Viewpoint is divided into three parts:
Scientific management
Bureaucratic management
Administrative management
36. Scientific Management:
• Scientific management is defined as the use of the scientific method to
define the “one best way” for a job to be done.
• Important Contributions:
• Frederick W. Taylor is known as the “father” of scientific management.
Taylor’s work at the Bethlehem
• Steel companies motivated his interest in improving efficiency.
• a. Taylor sought to create a mental revolution among both workers and
managers by defining clear guidelines for improving production efficiency.
He defined four principles of management.
• b. His “pig iron” experiment is probably the most widely cited example of
scientific management.
• c. Using his principles of scientific management, Taylor was able to define
the one best way for doing each job.
• d. Overall, Taylor achieved consistent improvements in productivity in the
range of 200 percent. He affirmed the role of managers to plan and control
and of workers to perform as they were instructed
37. • Frederick Winslow Taylor (1856-1915) was the first nationally known
management thinker. His “Taylorism” or “scientific management” was a
major contribution to business operations as we know them today. The
overview of his studies is given below:
• a. Taylor developed scientific management to counter the problem of
soldiering by workers—deliberately working below full capacity.
• b. Taylor pioneered the time-and-motion study, where by a work task is
broken down into its various motions, is improved by eliminating
unnecessary motions, and then the motions timed to determine optimal daily
production.
• c. Through his four principles of scientific management, Taylor advocated
scientific study of the task to find the best work method rather than relying
on traditional methods handed down from one worker to another.
• d. Taylor successfully implemented his theory at Bethlehem Steel in two
famous studies involving shoveling and pig-iron handling.
• e. Although real and imagined abuses or misuses of scientific management
occurred
(leading in one instance to a congressional investigation—and thereby
adding to Taylor’s notoriety), Taylor’s strong support of science and his
redefining the role of managers remains his primary contribution to
management theory.
38. Taylor’s 4 Principles of Scientific
Management
1. Study each part of the task scientifically, and
develop a best method to perform it.
2. Carefully select workers and train them to perform a
task using the scientifically developed method.
3. Cooperate fully with workers to ensure they use the
proper method.
4. Divide work and responsibility so management is
responsible for planning work methods using
scientific principles and workers are responsible for
executing the work accordingly
39. Definitions of scientific &
Bureaucratic Mgt
• Scientific management focused on the work
or the job and how to do it better.
• Bureaucratic management, on the other
hand, focused on how to structure the
organization better so that better overall
performance might be achieved.
40. What is Management ?
• We define management as the process of
coordinating and integrating work activities
so that they are completed efficiently and
effectively with and through other people.
• The process represents the ongoing
functions of primary activities engaged in
by managers. These functions are
typically labeled Planning, Organizing,
Directing, and Controlling. Let us
remember it by PODC.
41. The concept of organizational
performance was analyzed by
Peter Ducker
• Effectiveness is the ability to choose
appropriate goals and to achieve those goals.
• Efficiency is the ability to make the best use of
available resources in the process
of achieving goals.
Efficiency is the ratio of inputs used to achieve
some level of outputs Managing in the 21st
century:
42. Ongoing functions of primary
activities of PODC
• Planning: Organizational goals
• Organizing: Who will do what jobs
Directing: Inspiring workers to work hard
to achieve goals
• Controlling: Monitoring progress taking
corrective action
43. Skills required for Effective management
• Conceptual Skill
• HR & Behavioral Skill
• Environmental Skill
• Communication Skill
• Judgment ( when to act)
• Observation Skill
• Technical & Professional Skill
• Leadership skill
44. Skills required for Effective management
• Conceptual Skill---------------- Planning:
• HR & Behavioral Skill--------- Organizing:
• Environmental Skill------------ Organizing:
• Judgment ( when to act)----- Organizing:
• Observation Skill--------------- Organizing:
• Communication Skill---------- Directing:
• Technical & Professional Skill-----Controlling:
• Leadership skill----------------- Controlling:
47. Management Levels
• Planning tends to be more important for top-
level managers. Chief
• Organizing tends to be more important for both
top and middle-level managers. SE
• Directing is more important for first-line
managers. XEN
• Controlling is important among all levels of the
hierarchy SDO & Sub Engineer
48. Application of Skills required for Effective management on PODC
• Planning: organizational goals Conceptual Skill,
Pre Planned
• Organizing: who will do what jobs HR & Behavioral Skill
Fixed Environmental Skill ,
Judgment ( when to act)
Observation Skills
• Directing: Inspiring workers to work hard to achieve goals
Supervisory Communication Skill,
Fixed behavior
No Incentive
Controlling: Monitoring progress taking corrective action
Supervisory Technical & Professional
• Leadership skills,
49. • HR & Conceptual Skill
Behavioral
• Skill
&
Environ-
-mental
Skill
&
Judgment
(when to act)
&
Observation Technical &
skill Professional
Skill
Leadership skill
Communication Skill
53. Who are Managers ?
• “A manager is someone who works with and throughA manager is someone who works with and through
other people by coordinating their work activitiesother people by coordinating their work activities
in order to accomplish organizational goalsin order to accomplish organizational goals..””
• Now a days blurred is the clear lines of distinction between
managers and non-managerial employees.
• Many workers’ jobs now include managerial activities.
Definitions used in the past may no longer work.
• The organizational member who works with and through other
people by coordinating their work activities in order to
accomplish organizational goals.
• They may have other roles and work duties not related to
integrating the work of others.
• They perform various jobs an duties and are responsible for
higher profits and for great performance.
• National or multi-national or entrepreneurial organization.
54. What do managers do?
• 1. Management functions and management process
Planning Organizing Directing Controlling
• 2. Managers perform various roles in organizations.
• 3. While performing, variety of management skills
are needed and employed by managers.
• 4. Regardless of the level the manager is on, he or
she must ensure that the work activities as the
part of the organizational system he or she is
responsible for are coordinated and integrated.
• 5. Managers must “read” and attempt to interpret
the situational contingencies facing them before
deciding the best way to work with and through
others as they coordinate work activities.
55. ROLES
• Interpersonal roles are roles that involve people (subordinates
and persons outside the organization) and other duties that are
ceremonial and symbolic in nature.
• The three interpersonal roles include being a
Figure head, leader, and liaison.
• Informational roles involve
Receiving, collecting, and disseminating information.
• The three informational roles include a
Monitor, disseminator, and spokesperson.
• Decisional roles revolved around making choices. The four
decisional roles include -----------entrepreneur,
Disturbance handler, resource allocator, and negotiator.
• In the late 1960s, Henry Mintzberg concluded that managers perform 10 different, but
highly interrelated roles.
56. Managers need 3 types of key skills to
perform the duties and activities
• . 1. Technical skills are skills that reflect both an understanding of and a
proficiency in a specialized field. Technical skills include knowledge of
proficiency in a certain specialized field, such as engineering, computers,
accounting, or manufacturing. These skills are more important at lower
levels of management since these managers are dealing directly with
employees doing the organization’s work.
• 2. Human skills are associated with a manager’s ability to work well with
others, both as a member of a group and as a leader who gets things done
through others. Because managers deal directly with people, this skill is
crucial! Managers with good human skills are able to get the best out of their
people. They know how to communicate, motivate, lead, and inspire
enthusiasm and trust. These skills are equally important at all levels of
management.
• 3. Conceptual skills are skills related to the ability to visualize the
organization as a whole, discern interrelationships among organizational
parts, and understand how the organization fit into the wider context of the
industry, community, and world. Conceptual skills are the skills managers
must have to think and to conceptualize about abstract and complex
situations. Using these skills, managers must be able to see the
organization as a whole, understand the relationships among various
submits, and visualize how the organization fits into its broader environment
57. Four trends are likely to impact managerial work in
the future
..
• 1. Successful managers in the twenty-first century will have to be able to guide
their companies through shifts in economic conditions, modifications in
customer preferences, rapidly changing technology, and other changes.
Increasingly, successful companies will relay on innovation to successfully
meet these changes Environmental Skill
• 2. The work force is becoming increasingly diverse. Managers will need to be
able to effectively utilize a much broader selection of personnel in the
immediate future. Managing diversity is the planning and implementing of
organizational systems and practices that maximize the potential of employees
to contribute to organizational goals and develop their capabilities unhindered
by group identities such as race, gender, age, or ethnic group. In the coming
millennium, managers themselves will reflect the emerging diversity and, at the
same time, will need to be able to effectively utilize and increasingly diverse
work force. HR & Behavioral Skill
• 3. Businesses increasingly face global competition; therefore, managers need
to have greater knowledge of international business and to develop a global
perspective Businesses are also more likely to be operating in more than one
county. Global Perspective
• 4. Quality management programs have become increasingly important and
total quality management program aimed at continuous improvement have
been implemented in many business. Global competition has created an
emphasis for better quality TQM
60. What is an Organization?
“An entity where two or more persons
work together to achieve a goal or a
common purpose is called organization”
61. • There are so many organizations daily we visit and see them, like
Hospitals, Colleges, Factories, Farms and Government offices.
Mosque/Church is also an example of an organization. People go there
and say prayers. Activities of praying are to achieve a certain goal.
Similarly, any unit in which two or more persons are working together
for some purpose is called an organization.
People
Purpose
Process
PODC
• If there is an organization, then there must be some people. They work
as whole for a common purpose, so there must be a defined purpose.
If an organization doesn’t have any purpose, it will not survive for long
run. Look at the government organs all are dying. Because the people
working there had no purpose except making money.
• To achieve the purposes by using people, the processes are needed.
Without any process, you cannot achieve any type of purpose or goal.
• The last important thing for any organization is that it requires main
pillars of management i.e. PODC: Planning Organizing Directing &
Controlling The management should perform these 4 functions with
assurance
62. CLASSICAL VIEW OF MANAGEMENT
(SCIENTIFIC AND BUREAUCRATIC)
Classical Viewpoint is divided into three parts:
Scientific management
Bureaucratic management
Administrative management
63. Scientific management:
• Scientific management is defined as the use of the scientific method to
define the “one best way” for a job to be done.
• Important Contributions:
• Frederick W. Taylor is known as the “father” of scientific management.
Taylor’s work at the Bethlehem
• Steel companies motivated his interest in improving efficiency.
• a. Taylor sought to create a mental revolution among both workers and
managers by defining clear guidelines for improving production efficiency.
He defined four principles of management.
• b. His “pig iron” experiment is probably the most widely cited example of
scientific management.
• c. Using his principles of scientific management, Taylor was able to define
the one best way for doing each job.
• d. Overall, Taylor achieved consistent improvements in productivity in the
range of 200 percent. He affirmed the role of managers to plan and control
and of workers to perform as they were instructed
64. • Frederick Winslow Taylor (1856-1915) was the first nationally known
management thinker. His “Taylorism” or “scientific management” was a
major contribution to business operations as we know them today. The
overview of his studies is given below:
• a. Taylor developed scientific management to counter the problem of
soldiering by workers—deliberately working below full capacity.
• b. Taylor pioneered the time-and-motion study, where by a work task is
broken down into its various motions, is improved by eliminating
unnecessary motions, and then the motions timed to determine optimal daily
production.
• c. Through his four principles of scientific management, Taylor advocated
scientific study of the task to find the best work method rather than relying
on traditional methods handed down from one worker to another.
• d. Taylor successfully implemented his theory at Bethlehem Steel in two
famous studies involving shoveling and pig-iron handling.
• e. Although real and imagined abuses or misuses of scientific management
occurred
(leading in one instance to a congressional investigation—and thereby
adding to Taylor’s notoriety), Taylor’s strong support of science and his
redefining the role of managers remains his primary contribution to
management theory.
65. Taylor’s 4 Principles of Scientific
Management
1. Study each part of the task scientifically, and
develop a best method to perform it.
2. Carefully select workers and train them to perform a
task using the scientifically developed method.
3. Cooperate fully with workers to ensure they use the
proper method.
4. Divide work and responsibility so management is
responsible for planning work methods using
scientific principles and workers are responsible for
executing the work accordingly
66. Definitions of scientific &
Bureaucratic Mgt
Scientific management focused on the
work or the job and how to do it better.
Bureaucratic management, on the other
hand, focused on how to structure the
organization better so that better overall
performance might be achieved.
67. What is Management ?
• We define management as the process of
coordinating and integrating work activities
so that they are completed efficiently and
effectively with and through other people.
• The process represents the ongoing
functions of primary activities engaged in
by managers. These functions are
typically labeled Planning, Organizing,
Directing, and Controlling. Let us
remember it by PODC.
68. Ongoing functions of primary
activities of PODC
• Planning: Organizational goals
• Organizing: Who will do what jobs
Directing: Inspiring workers to work hard
to achieve goals
• Controlling: Monitoring progress taking
corrective action
69. Skills required for Effective management
• Conceptual Skill
• HR & Behavioral Skill
• Environmental Skill
• Communication Skill
• Judgment ( when to act)
• Observation Skill
• Technical & Professional Skill
• Leadership skill
70. Application of Skills required for Effective management on PODC
• Planning: organizational goals Conceptual Skill,
Pre Planned
• Organizing: who will do what jobs HR & Behavioral Skill
Fixed Environmental Skill ,
Judgment ( when to act)
OBs Skills
• Directing: Inspiring workers to work hard to achieve goals
Supervisory Communication Skill,
Fixed behavior
No Incentive
Controlling: Monitoring progress taking corrective action
Supervisory Technical & Professional
• Leadership skills,
71. Management Levels
• a. Planning tends to be more important for top-level managers.
• b. Organizing tends to be more important for both top and middle-
level managers.
• c. Directing is more important for first-line managers.
• d. Controlling is important among all levels of the hierarchy
72. • HR & Conceptual Skill
Behavioral
• Skill
&
Environ-
-mental
Skill
&
Judgment
(when to act)
&
Observation Technical &
skill Professional
Skill
Leadership skill
Communication Skill
76. What do managers do?
• 1. Management functions and management process
Planning Organizing Directing Controlling
• 2. Managers perform various roles in organizations.
• 3. While performing, variety of management skills
are needed and employed by managers.
• 4. Regardless of the level the manager is on, he or
she must ensure that the work activities as the
part of the organizational system he or she is
responsible for are coordinated and integrated.
• 5. Managers must “read” and attempt to interpret
the situational contingencies facing them before
deciding the best way to work with and through
others as they coordinate work activities.
77. Who are Managers
• “A manager is someone who works with and throughA manager is someone who works with and through
other people by coordinating their work activitiesother people by coordinating their work activities
in order to accomplish organizational goalsin order to accomplish organizational goals..””
• Now a days blurred is the clear lines of distinction between
managers and non-managerial employees.
• Many workers’ jobs now include managerial activities.
Definitions used in the past may no longer work.
• The organizational member who works with and through other
people by coordinating their work activities in order to
accomplish organizational goals.
• They may have other roles and work duties not related to
integrating the work of others.
• They perform various jobs an duties and are responsible for
higher profits and for great performance.
• National or multi-national or entrepreneurial organization.
78. • Interpersonal roles are roles that involve people
(subordinates and persons outside the organization) and other
duties that are ceremonial and symbolic in nature.
• The three interpersonal roles include being a
Figure head, leader, and liaison.
• Informational roles involve
Receiving, collecting, and disseminating information.
• The three informational roles include a
Monitor, disseminator, and spokesperson.
• Decisional roles revolved around making choices. The four
decisional roles include -----------entrepreneur,
Disturbance handler, resource allocator, and negotiator.
• In the late 1960s, Henry Mintzberg concluded that managers perform 10 different,
but highly interrelated roles.
79. Managers need 3 types of key skills to
perform the duties and activities
• . 1. Technical skills are skills that reflect both an understanding of
and a proficiency in a specialized field. Technical skills include
knowledge of proficiency in a certain specialized field, such as
engineering, computers, accounting, or manufacturing. These skills
are more important at lower levels of management since these
managers are dealing directly with employees doing the
organization’s work.
• 2. Human skills are associated with a manager’s ability to work well
with others both as a member of a group and as a leader who gets
things done through others. Because managers deal directly with
people, this skill is crucial! Managers with good human skills are
able to get the best out of their people. They know how to
communicate, motivate, lead, and inspire enthusiasm and trust.
These skills are equally important at all levels of management.
• 3. Conceptual skills are skills related to the ability to visualize the
organization as a whole, discern interrelationships among
organizational parts, and understand how the organization fit into
the wider context of the industry, community, and world. Conceptual
skills are the skills managers must have to think and to
conceptualize about abstract and complex situations. Using these
skills, managers must be able to see the organization as a whole,
understand the relationships among various submits, and visualize
how the organization fits into its broader environment
80. The concept of organizational performance was
analyzed by Peter Drucker
• 1. Effectiveness is the ability to choose
appropriate goals and to achieve those goals.
• 2. Efficiency is the ability to make the best use of
available resources in the process
of achieving goals.
Efficiency is the ration of inputs used to achieve
some level of outputs Managing in the 21st
century:
81. Four trends are likely to impact managerial work in
the future
..
• 1. Successful managers in the twenty-first century will have to be able to guide
their companies through shifts in economic conditions, modifications in
customer preferences, rapidly changing technology, and other changes.
Increasingly, successful companies will relay on innovation to successfully
meet these changes Environmental Skill
• 2. The work force is becoming increasingly diverse. Managers will need to be
able to effectively utilize a much broader selection of personnel in the
immediate future. Managing diversity is the planning and implementing of
organizational systems and practices that maximize the potential of employees
to contribute to organizational goals and develop their capabilities unhindered
by group identities such as race, gender, age, or ethnic group. In the coming
millennium, managers themselves will reflect the emerging diversity and, at the
same time, will need to be able to effectively utilize and increasingly diverse
work force. HR & Behavioral Skill
• 3. Businesses increasingly face global competition; therefore, managers need
to have greater knowledge of international business and to develop a global
perspective Businesses are also more likely to be operating in more than one
county. Global Perspective
• 4. Quality management programs have become increasingly important and
total quality management program aimed at continuous improvement have
been implemented in many business. Global competition has created an
emphasis for better quality TQM
