MAN3025 August 30 2012 Principal Functions of Management Planning Organizing Controlling Leading Organization a group of people who work together to achieve some specific purpose Management is defined as 1 the pursuit of organizational goals efficiently and effectively by 2 integrating the work of people through 3 planning organizing leading and controlling the organization s resources Challenge 1 managing for competitive advantage staying ahead of rivals Innovation 1 Being responsive to customers 2 3 Quality 4 Efficieny Challenge 2 Managing for diversity the future won t resemble the past Challenge 3 managing for globalization the expanding management universe Challenge 4 managing for information technology Challenge 5 Managing for ethical standards Challenge 6 Managing for sustainability the business of green Challenge 7 managing for your own happiness and life goals Planning You set goals and decide how to achieve them Controlling You monitor performance compare it with goals and take corrective action as needed Organizing You arrange tasks people and other resources to accomplish the work Leading You motivate direct and otherwise influence people to work hard to achieve the organization s goals Three levels of Management 1 Top managers make long term decisions about the overall direction of the organization and establish the objectives policies and strategies for it 2 Middle managers implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first line managers below them 3 First Line managers make short term operating decisions directing the daily tasks of non managerial personnel Managers for three types of organizations 1 For profit organizations for making money 2 Nonprofit organizations for offering services a Managers are often known as administrators 3 Mutual benefit organizations for aiding members The manager s roles Mintzberg s useful findings 1 A manager relies more on verbal than on written communication 2 A manager works long hours at an intense pace 3 A manager s work is characterized by fragmentation brevity and variety Three types of managerial roles a Figurehead b Leader c Liaison 1 Interpersonal Roles managers interact with people inside and outside their work units 2 Informational roles as monitior disseminator and spokesperson managers receive and communicate information with other people inside and outside the organization 3 Decisional roles managers use information to make decisions to solve problems or take advantage of opportunities The four decision making roles are entrepreneur disturbance handler resource allocator and negotiator Entrepreneurship is the process of taking risks to try to create a new enterprise The entrepreneur an entrepreneur is someone who sees a new opportunity for a product or service and launches a business to try to realize it The intrapreneur an intrapreneur is someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organization s resources to try to realize it o Characteristic of both high need for achievement o Also characteristic of both belief in personal control of destiny Internal locus of control the belief that you control your own destiny o Characteristic of both but especially of entrepreneurs high energy level and action orientation o Characteristic of both but especially of entrepreneurs high tolerance for ambiguity o More characteristic of entrepreneurs than managers self confidence and tolerance for risk In the mid 1970s researcher Robert Katz found that through education and experience managers acquire three principal skills technical conceptual and human 1 Technical skills the ability to perform a specific job a Consist of the job specific knowledge needed to perform will in a specialized field 2 Conceptual skills the ability to think analytically a Consist of the ability to think analytically to visualize an organization as a whole and understand how the parts work together 3 Human skills the ability to interact well with people a Consist of the ability to work well in cooperation with other people to get things done MAN3025 Notes September 4 Chapter 2 Peter Drucker The creator and inventor of modern management Evidence based management means translating principles based on best evidence into organizational practice bringing rationality to the decision making process Note Jeffrey Pfeffer and Robert Sutton Two overarching perspectives about management Historical the historical perspective includes three viewpoints classical behavioral and quantitative Contemporary the contemporary perspective also includes three viewpoints systems contingency and quality management Five practical reasons for studying this chapter 1 Understanding of the present sound theories help us interpret the present to understand what is happning and why say Christensen and Raynor Understanding history will help you understand why some practices are still favored whether for right or wrong reasons 2 Guide to action good theories help us make predictions and enable you to develop a set of principles that will guide your actions 3 Source of new ideas it can also provide new ideas that may be useful to you when you come up against new situations 4 Clues to meaning of your managers decisions it can help you understand your firm s focus where the top managers are coming from 5 Clues to meaning of outside events Finally I may allow you to understand events outside the organization that could affect it or you Three historical management viewpoint 1 Classical which emphasized finding ways to manage work more efficiently had two branches scientific and administrative 2 Behavioral 3 Quantitative Four principles of Scientific management 1 Evaluate a task by scientifically studying each part of the task not use old 2 Carefully select workers with the right abilities for the tasks 3 Give workers the training and incentives to do the task with the proper work 4 Use scientific principles to plan the work methods and ease the way for rule of thumb methods methods workers to do their jobs Note motion studies differential rate system more efficient workers earn higher wages Frank and Lillian Gilbreth were a husband and wife team of industrial engineers who lectured at Purdue University in the early 1900s Administrative management pioneered by Henri Fayol and Max Weber concerned with managing the total organization Fayol was the first to
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