general management for executive managers

Managerial actions

1. GENERAL
MANAGEMENT
1 MKU-MBA, Lecture notes seris 2011

2. AGENDA
Who Are Managers?
What Is Management?
What Do Managers Do?
1–2 MKU-MBA, Lecture notes seris 2011

3. WORDS OF WISDOM FOR
MODERN MANAGERS
"The best executive is the one
who has sense enough to pick
good men to do what he wants
done, and self-restraint to keep
from meddling with them while
they do it.“ Theodore Roosevelt
1–3 MKU-MBA, Lecture notes seris 2011

4. Who Are Managers?
Someone who coordinates and oversees the work of other people
so that organizational goals can be accomplished.
1–4 MKU-MBA, Lecture notes seris 2011

5. Classifying Managers
First-line Managers
Individuals who manage the work of non-managerial
employees.
Middle Managers
Individuals who manage the work of first-line managers.
Top Managers
Individuals who are responsible for making organization-wide
decisions and establishing plans and goals that affect the entire
organization.
1–5 MKU-MBA, Lecture notes seris 2011

6. Managerial Levels
1–6 MKU-MBA, Lecture notes seris 2011

7. What Is Management?
Managerial Concerns
Efficiency
“Doing things right”
Getting the most output for the least
inputs
Effectiveness
“Doing the right things”
Attaining organizational goals
Management is the process of
designing and maintaining an
environment in which individuals
working together in groups
efficiently accomplish
organizational goals (Heinz &
Harold)
Management is a practice not a
science. It is not knowledge but
performance. (Drucker).
Management is the problem
solving process of effectively
achieving organizational objectives
through the efficient use of scarce
resources in a changing
environment (Kreitner)
1–7 MKU-MBA, Lecture notes seris 2011

8. Effectiveness and Efficiency in Management
1–8 MKU-MBA, Lecture notes seris 2011

9. The main elements in the definitions:
Management is a process: It is a dynamic and systematic
way of doing things. It refers to an organized,
interrelated set of activities rather than merely a position
Management is a Problem solving activity: A problem is
anything that either hinders or enhances improves
Performance, Information flow, Economy, Control,
Efficiency, and Services.
Management is for the achievement of Organizational
objectives: All organizations have a mission (a reason for
their existence) to achieve.
1–9 MKU-MBA, Lecture notes seris 2011

10. The main elements in the definitions:
Cont…
Management is about Productivity, effectiveness and efficiency: The
achievement of stated goals of a management activity demands
that organizations and their members are productive, effective
and efficient.
Productivity is the ratio of output to input. It is the measure
of outcomes/outputs given a specified level of inputs within a
specified time frame. Drucker insists, Knowledge.
Effectiveness is the ability to achieve outcomes/objectives or
goals
Efficiency is the ability to achieve objectives with the least
amount of resources or inputs
1–10 MKU-MBA, Lecture notes seris 2011

11. Elements in the definition cont..
Management involves coordination of efforts: This draws attention to
the fact that managers achieve organizational goals by arranging for
others to perform whatever tasks may be necessary—not by
performing the tasks themselves.
Management is about utilization of scarce resources: the scarce resources
consists of inputs such as capital, raw materials, labour, time and
knowledge that are by nature limited and finite.
Management is exercised in a highly changing environment: The
environment of organizations is highly volatile with changes
experienced at the levels of technology, economy, social, political
and legal surroundings
1–11 MKU-MBA, Lecture notes seris 2011

12. MANAGEMENT AS AN ART AND A
SCIENCE
According to Mary Parker Follet, Dynamic Administration,
“management is the art of getting things done”.
This definition emphasizes that Mgt is an inherent skill. It is a
know-how. It is the oldest of arts but the youngest of
sciences. As an art management is a creative field. As an art
management is not necessarily an inborn quality. The
management guru, Peter Drucker, says “Management is a
practice not a science. It is not knowledge but performance”
The emphasis here is that more than being knowledge about
what it takes to achieve organizational objectives,
management is about actions that achieve concrete results
1–12 MKU-MBA, Lecture notes seris 2011

13. Management is an accumulated body of knowledge. It is a
subject in its own right with principles, concepts and theories.
It is a systematic study that attempts to explain the cause-
effects aspects of organizational life. It involves the
application of scientific methodology: statement of
the problem, observation and recording (data
collection), measurement, classification, induction,
hypothesis, experimentation, laws/principles, and
theories.
The Science in Management
1–13 MKU-MBA, Lecture notes seris 2011

14. Management is, however, not an exact science
since it deals with human beings whose
behaviors are often unpredictable and complex.
Moreover, organizational environments are
often so volatile that the same rules may not
always apply. Nevertheless the application of
the scientific methodology to management has
reaped a number of benefits for the discipline.
The Science in Management cont…
1–14 MKU-MBA, Lecture notes seris 2011

15. Conceptual skills: the ability to see the big picture consisting of
various sub-units linked together to form a whole. This
involves the ability to see how the sub-systems function
towards the objectives of the whole organization.
Diagnostic skills: Also referred to as Analytical skills. This is the
ability to identify problems, causes and effects and effectively
take the right decision.
Technical skills: involve the knowledge, methods and
techniques and the ability to use these techniques in
performing a job effectively.
Human skills: this is the interpersonal skill and ability to relate
well with superiors, peers, and subordinates.
Managerial Skills
1–15 MKU-MBA, Lecture notes seris 2011

16. Planning
Organizing
Controlling
Leading/Directing.
Decision-making
THE FUNCTIONS OF MANAGEMENT
1–16 MKU-MBA, Lecture notes seris 2011

17. Management Functions
1–17 MKU-MBA, Lecture notes seris 2011

18. What Do Managers Do? (cont’d)
Management Roles Approach
(Mintzberg)
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Disturbance handler, resource allocator,
negotiator
1–18 MKU-MBA, Lecture notes seris 2011

19. What Managers Actually Do
(Mintzberg)
Interaction
with others
with the organization
with the external context of the
organization
Reflection
thoughtful thinking
Action
practical doing
1–19 MKU-MBA, Lecture notes seris 2011

20. What Do Managers Do? (cont’d)
Skills Approach
Technical skills
Knowledge and proficiency in a specific field
Human skills
The ability to work well with other people
Conceptual skills
The ability to think and conceptualize about abstract and complex
situations concerning the organization
1–20 MKU-MBA, Lecture notes seris 2011

21. Skills Needed at Different
Management Levels
1–21 MKU-MBA, Lecture notes seris 2011

22. Conceptual Skills
•Using information to solve business problemsUsing information to solve business problems
•Identifying of opportunities for innovationIdentifying of opportunities for innovation
•Recognizing problem areas and implementing Recognizing problem areas and implementing
solutionssolutions
•Selecting critical information from masses of Selecting critical information from masses of
datadata
•Understanding of business uses of technologyUnderstanding of business uses of technology
•Understanding of organization’s business modelUnderstanding of organization’s business model
1–22 MKU-MBA, Lecture notes seris 2011

23. Communication Skills
•Ability to transform ideas into words and actionsAbility to transform ideas into words and actions
•Credibility among colleagues, peers, and Credibility among colleagues, peers, and
subordinatessubordinates
•Listening and asking questionsListening and asking questions
•Presentation skills; spoken formatPresentation skills; spoken format
•Presentation skills; written and/or graphic Presentation skills; written and/or graphic
formatsformats
1–23 MKU-MBA, Lecture notes seris 2011

24. Effectiveness Skills
•Contributing to corporate mission/departmental Contributing to corporate mission/departmental
objectivesobjectives
•Customer focusCustomer focus
•Multitasking: working at multiple tasks in parallelMultitasking: working at multiple tasks in parallel
•Negotiating skillsNegotiating skills
•Project managementProject management
•Reviewing operations and implementing Reviewing operations and implementing
improvementsimprovements
1–24 MKU-MBA, Lecture notes seris 2011

25. Effectiveness Skills (cont’d)
•Setting and maintaining performance standards Setting and maintaining performance standards
internally and externallyinternally and externally
•Setting priorities for attention and activitySetting priorities for attention and activity
•Time managementTime management
1–25 MKU-MBA, Lecture notes seris 2011

26. Interpersonal Skills (cont’d)
•Coaching and mentoring skillsCoaching and mentoring skills
•Diversity skills: working with diverse people and Diversity skills: working with diverse people and
culturescultures
•Networking within the organizationNetworking within the organization
•Networking outside the organizationNetworking outside the organization
•Working in teams; cooperation and commitmentWorking in teams; cooperation and commitment
1–26 MKU-MBA, Lecture notes seris 2011

27. How The Manager’s Job Is Changing
The Increasing Importance of Customers
Customers: the reason that organizations exist
Managing customer relationships is the responsibility of all managers and
employees.
Consistent high quality customer service is essential for survival.
Innovation
Doing things differently, exploring new territory, and taking
risks
Managers should encourage employees to be aware of and act on
opportunities for innovation.
1–27 MKU-MBA, Lecture notes seris 2011

28. How The Manager’s Job Is Changing
Today, business and management continue to be transformed
by high technology. In order to keep pace with the increased
speed and complexity of business, new means of calculating,
sorting and processing information were invented. An
interesting description of the modern era is the Information
Age that describes the general use of technology to transmit
information.
Managers realized that they could profit from immediate
knowledge of relevant information. The telegraph was the
first instrument to transform information into electrical form
over long distances. The telephone, radio, television, and
computer...
1–28 MKU-MBA, Lecture notes seris 2011

29. Changes Impacting
the Manager’s Job
1–29 MKU-MBA, Lecture notes seris 2011

30. What Is An Organization?
An Organization Defined
A deliberate arrangement of people to accomplish some specific
purpose (that individuals independently could not accomplish
alone).
Common Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure
1–30 MKU-MBA, Lecture notes seris 2011

31. Characteristics of Organizations
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32. The Changing Organization
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33. Why Study Management?
The Value of Studying Management
The universality of management
Good management is needed in all organizations.
The reality of work
Employees either manage or are managed.
Rewards and challenges of being a manager
Management offers challenging, exciting and creative opportunities for
meaningful and fulfilling work.
Successful managers receive significant monetary rewards for their
efforts.
1–33 MKU-MBA, Lecture notes seris 2011

34. Universal Need for Management
1–34 MKU-MBA, Lecture notes seris 2011