Management is the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently.
A. Achieving High Performance: A Manager's Goal
1. Organizational performance is the measure of how efficiently and effectively managers use resources to satisfy customers and achieve organizational goals.
2. Effectiveness is how well the organization has achieved its goals.
3. Efficiency is how productively the resources are used.
II. Managerial Functions
A. Planning – the process of identifying and selecting goals and ways to accomplish these goals.
1. Deciding goals
2. Analyzing the environment for threats and opportunities
3. Deciding courses of action (strategy)
4. Allocating resources to implement the plan
5. Evaluating effectiveness
Outcome: strategy (cluster of decisions of items 1-3 above)
B. Organizing – structuring workplace relationships so organizational members work together to achieve organizational goals.
1. Grouping people by tasks
2. Establishing authority and responsibility
3. Deciding how best to coordinate resources (especially human)
Outcome: organizational structure (formal system of task & reporting relationships that coordinates and motivates)
C. Leading – energizing and enabling workers toward the organization's goals.
1. Using power and influence
2. Articulating visions
3. Communicating effectively
Outcome: highly motivated and committed organizational members
D. Controlling – evaluating the organization's performance and taking actions to improve its performance.
1. Monitoring individuals and departments
2. Monitoring the organization as a whole
3. Maintaining standards
Outcome: accurate measures and regulation of performance
III. Types and Levels of Managers
A. Managers grouped into departments (groups of people who work together using similar skills, knowledge, tools, or techniques to perform their jobs.)
B. Managers differentiated by their level in organization's hierarchy of authority
1. First-line managers (also called supervisors) daily supervise non-managerial employees.
2. Middle managers find best ways to use resources to achieve goals.
3. Top managers have cross-departmental responsibility. Establish goals, integrate departments, monitor performance of middle managers.
IV. Recent Changes in Managerial Hierarchies
1. Restructuring – flattening or downsizing by eliminating jobs.
2. Outsourcing -- contracting with other companies to perform activities the organization previously performed itself. (often to low-cost countries)
3. Empowerment – expanding employee's tasks and responsibilities. Facilitated by new information technologies.
4. Self-managed teams – groups who supervise their own activities and monitor the quality of the goods and services they provide.
V. Managerial Skills and Roles
A. Managerial Skills
1. Conceptual skills – analyzing and diagnosing a situation
2. Human skills – understanding, leading, and controlling the behaviour of individuals and groups
3. Technical skills – job-specific knowledge and techniques
B. Managerial Roles Identified by Mintzberg
A role is a set of tasks a manager is expected to perform based on that manager's position in the organization.
1. Interpersonal roles
a. Figurehead – explains the organization's goals to employees
b. Leader – encourages, trains and coaches employees
c. Liaison – coordinates activities of people both inside and outside of the organization
2. Informational roles
a. Monitor – analyzes information from inside & outside organization
b. Disseminator – informs workers about changes in the internal and external environment
c. Spokesperson – informs the local community about the organization's activities
3. Decisional roles
a. Entrepreneur – decide on projects or programs
b. Disturbance handler – dealing with both internal and external crises of the organization
c. Resource allocator – sets budgets
d. Negotiator – works with other managers or organizations to establish agreements
C. Managerial Skills
1. Conceptual skills – analyzing and diagnosing a situation
2. Human skills – understanding, leading, and controlling the behaviour of individuals and groups
3. Technical skills – job-specific knowledge and techniques
