Management-Role of Managers presentation ppt

management

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Definition - Management
- Role of managers

2. L E A R N I N G O U T C O M E S
After listening to this Lecture, You will be
able to:
1.Define the term Management.
2.Explain what is meant by Organization?
3.Why study Management? Management art or
science
4.Differentiate between efficiency and
effectiveness.
5.Describe the four primary processes of
management.
6.Classify the three levels of managers and identify
the primary responsibility of each group.

3. Organizations
•Organization
A systematic arrangement of people brought together
to accomplish some specific purpose;
Where managers work (manage)
•Common characteristics
Goals
Structure
People

4. Common Characteristics of Organizations

5. Why Study Management?
•We all have a vested interest in improving the
way organizations are managed.
Better organizations are, in part, the result of good
management.
•You will eventually either manage or be managed
Gaining an understanding of the management process
provides the foundation for developing management
skills and insight into the behavior of individuals and
the organizations.

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Management Defined
•Working with and through Others
•Achieving Organizational Objectives
•Balancing Effectiveness and Efficiency
•Making the Most of Limited Resources
•Coping with a Changing Environment

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What Do Managers Do?
•Managerial Functions
•Managerial Roles
•Merging Functions and Roles

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MANAGEMENT DEFINED
•Management is the process of working
with and through others to achieve
organizational objectives in a
changing environment.
Central to this process is the effective
and efficient use of limited
resources.

9. MANAGEMENT IS AN ART OR
SCIENCE?
Art
• Practical know how
• Technical skills
• Concrete results
• Creativity
• Personalised nature

10. MANAGEMENT IS AN ART OR
SCIENCE?
Science
• Empirically Derived
• Critically tested
• General principles
• Cause and effect relationship
• Universal applicability

11. Management has a body of specialized knowledge.
This knowledge need not to be obtained in formal
disciplined programs.
Management: Is it an art or science?
Somewhere between art and science.
MANAGEMENT AS A SCIENCE PROVIDES PRINCIPLES
AND AS AN ART HELPS IN TACKLING SITUATIONS.

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Key Aspects of the Management
Process

13. Organizational Levels

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L e v e l s o f M a n a g e m e n t
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THE PROCESS OF
MANAGEMENT

16. Management
Process
Activities
Management process:
planning, organizing,
leading, and controlling

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Identifiable Functions in the
Management Process

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Management Function—Planning
•Capstone activity of management
•All managers plan at all levels
•Determine an organization’s goals in order
to be successful
•Establish strategies to achieve goals

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Management Function—
Organizing
•Turn plans into actions
•Create a structure of task and authority
relationships to achieve goals
•Assign tasks to individuals and groups

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Management Function—
Controlling
•Ensure that actual performance conforms to
planned performance requiring management
to:
–Establish standards of performance
–Locate deviations between actual and planned
standards
–Correct performance not meeting standards

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Management Function—Leading
•Integrates everything a manager does
•Leader has:
–Ability to influence others
–Vision or mission
–Courage and commitment

22. WHAT ARE THE DIFFERENCES
BETWEEN THESE TWO CAREER PATHS ?

23. Intrapreneur : A person who focuses on
innovation and creativity and who
transforms a dream or an idea into a
profitable venture by operating within an
established organizational environment.
Entrepreneur : A person who does similar
things as the intrapreneur, but outside the
organizational setting.

24. MANAGER ENTREPRENEUR
A manager is a person
who is authorized to get
work done , to take
decisions and assist to
achieve the
organizational goals &
objectives.
An Entrepreneur is a
risk-taker who has the
skills and initiative to
establish a business. A
person who organizes,
operates and assumes
the risk for a business
venture.

25. Run a business for
someone
Full resources
supported by
employer.
Supposed to take
risks .
Ideas get approved
by someone else.
Creative.
Run a business for
self.
 Self-reliant and
pave their own way.

 Risks taker
 Approved his idea
& go through it.
 More creative.

26. Management Skills
Technical Skills
The ability to apply specialized
knowledge or expertise
Human Skills
The ability to work with, understand,
and motivate other people, both
individually and in groups
Conceptual Skills
The mental ability to analyze and
diagnose complex situations

27. 1–27
General Skills for Managers
•Conceptual skills
A manager’s mental ability to coordinate all of the
organization’s interests and activities
•Interpersonal skills
A manager’s ability to work with, understand, mentor, and
motivate others, both individually and in groups
•Technical skills
A manager’s ability to use the tools, procedures, and
techniques of a specialized field
•Political skills
A manager’s ability to build a power base and establish the
right connections

28. Specific Skills for Managers
•Behaviors related to a manager’s effectiveness:
Controlling the organization’s environment and its
resources.
Organizing and coordinating.
Handling information.
Providing for growth and development.
Motivating employees and handling conflicts.
Strategic problem solving.

29. Types of ManagersTypes of Managers
•Levels of ManagementLevels of Management
First-line managersFirst-line managers
•Responsible for day-to-day operations. Supervise people Responsible for day-to-day operations. Supervise people
performing activities required to make the good or service. performing activities required to make the good or service.
Middle managersMiddle managers
•Supervise first-line managers. Are responsible to find the Supervise first-line managers. Are responsible to find the
best way to use departmental resources to achieve goals.best way to use departmental resources to achieve goals.
Top managersTop managers
•Responsible for the performance of all departments and have Responsible for the performance of all departments and have
cross-departmental responsibility.cross-departmental responsibility.
•Establish organizational goals and monitor middle managers. Establish organizational goals and monitor middle managers.
•Form top management team along with the CEO and COO.Form top management team along with the CEO and COO.

30. Levels of ManagementLevels of Management

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32. The Management Process and The Management Process and
Managerial RolesManagerial Roles
09/06/24Dr. Mohammed Alnaif 32
Hierarchy Skills
Degree of Authority
& Scope of
Responsibility
Top
Middle-Level
First-Line H
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High
Medium
Low

33. Top
Level
Managers
Middle
Level
Managers
First Level
Supervisors
P
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TIME SPENT IN CARRYING OUT MANAGERIAL FUNCTIONS

34. Top Level
Technical
Skills
Human
Skills
Conceptual
and Design
Skills
Supervisory Level

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37. Efficiency
Means doing the thing correctly;
refers to the relationship between
inputs and outputs; seeks to minimize
resource costs
Effectiveness
Means doing the right things; goal
attainment

38. Efficiency and Effectiveness

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Balancing Effectiveness and Efficiency

40. Mintzberg’s Managerial Roles
•Interpersonal
Figurehead
Leader
Liaison
•Informational
Monitor
Disseminator
Spokesperson
•Decisional
Entrepreneur
Disturbance handler
Resource allocator
Negotiator

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Interpersonal
roles
Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management
Science, 18 (October 1971): B97-B110.
Mintzberg’s Managerial Roles (a)

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Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management
Science, 18 (October 1971): B97-B110.
Mintzberg’s Managerial Roles (b)

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Mintzberg’s Managerial Roles (c)

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THE SEVENTEEN
MANAGERIAL ROLES
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45. Importance of
Managerial Roles
in Small and Large
Businesses

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Traditional versus Modern
Managerial Roles
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How Managers Learn to Manage?