Management Process and Organizational Behavior Chapter 1 Management

Management Process and Organizational Behavior Chapter 1 Management Process

Objective Definitions and concept of management. 2. Characteristics of management. 3. Functions of management. 4. Roles and skills of managers. 1. 2

Definition and Concept Management Lawerence A. Appley Henry Fayol Peter F. Drucker According to Newman, Summer and Warren “The job of management is to make co-operative endeavor to function properly. A Manager is one who gets things done by working with people and other resources. ” 3

What Managers Do Managerial Activities • Make decisions • Allocate resources • Direct activities of others to attain goals 4

Concept Management In the words of George R. Terry “Management is a distinct process consisting of planning, organizing, actuating and controlling performed to determine and accomplish the objectives by the use of people and resources. ”(1953) 5

Where Managers Work 6

Characteristics of Management 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 7 Goal-oriented Economic Resource Distinct Process Integrative Force Intangible Force Results through Others A Science and an Art System of Authority Multi-disciplinary Subject Universal Application

Management Functions (By Henry Fayol) Planning Organizing Management Functions Controlling 8 Leading

Management Functions (cont’d) 9

Strategic Planning Define the mission 2. Conduct a situational or SWOT analysis 3. Set goals and objectives 1. 10

SWOT Analysis INTERNAL Origin facts/ factors of the organization EXTERNAL Origin facts/ factors of the environment in which the organization operates 11 POSITIVE/ HELPFUL to achieving the goal NEGATIVE/ HARMFUL to achieving the goal Strengths Things that are good now, maintain them, build on them and use as leverage Weaknesses Things that are bad now, remedy, change or stop them. Opportunities Things that are good for the future, prioritize them, capture them, build on them and optimize Threats Things that are bad for the future, put in plans to manage them or counter them

Management Functions (cont’d) 12

Steps in the organizing process 1. 2. 3. 4. 5. 6. 13 Review plans List all tasks to be accomplished Divide tasks into groups one person can accomplish – a job Group related jobs together in a logical and efficient manner Assign work to individuals Delegate authority to establish relationship between jobs and groups of jobs

Management Functions (cont’d) 14

Functions of Leading Teambuilding 2. Consensus Building 3. Selecting 4. Training 1. 15

Management Functions (cont’d) 16

Steps in control process Establish Performance Standard 2. Measure Actual Performance 3. Compare Measured Performance against Established Standard 4. Take Corrective Action 1. 17

Types of Control Feed forward controls E. g. Scheduled maintenance on automobile and machinery Concurrent Controls E. g. Direct supervision, computer programmed through Feedback Controls E. g. Timely reports 18

Henry Mintzberg’s Managerial Roles EXHIBIT 19 1. 5. 1

Mintzberg’s Managerial Roles EXHIBIT 20 1. 5. 2

Mintzberg’s Managerial Roles EXHIBIT 21 1. 5. 3

Management Skills (By Robert Katz) EXHIBIT 22 1. 5. 2

Effective Versus Successful Managerial Activities (Luthans) 1. Traditional management • Decision making, planning, and controlling 2. Communications • Exchanging routine information and processing paperwork 3. Human resource management • Motivating, disciplining, managing conflict, staffing, and training 4. Networking • Socializing, politicking, and interacting with others EXHIBIT 23 1. 6

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