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Information and Computer Studies, Dept. University of Santo Tomas November 2005/May 2011
Overview
Definition of Management Functions of Management Levels of Management Managerial Skills Managerial Roles Management Principles
Definition of Management
Art of getting things done through people (definition by Mary Parker Follett) This definition calls attention to the fact that managers achieve organizational goals by arranging for others to perform whatever tasks may be necessary not by performing the task themselves The process of planning, organizing, leading and controlling the efforts of organization members and of using all other organizational resources to achieve stated organizational goals
Functions of Management
Planning Organizing Leading Controlling
Establishment of objectives Establishment of Planning Premises Choice of alternative course of action Formulation of derivative plans Securing Co-operation Follow up/Appraisal of plans
Characteristics of Planning
Planning is goal-oriented. Planning is looking ahead. Planning is an intellectual process. Planning involves choice & decision making. Planning is the primary function of management Planning is a Continuous Process. Planning is all Pervasive. Planning is designed for efficiency. Planning is Flexible.
Advantages of Planning
Planning facilitates management by objectives. Planning minimizes uncertainties. Planning facilitates co-ordination. Planning improves employees moral. Planning helps in achieving economies. Planning facilitates controlling. Planning provides competitive edge. Planning encourages innovations.
Disadvantages of Planning
Rigidity Misdirected Planning Time consuming Probability in planning False sense of security Expensive
Planning
Selection of goals for the organization Establish programs Consider feasibility deciding what to do evaluate use of resources set organizational goals determine tactical direction
Leading
Describes how managers direct and influence subordinates, getting others to perform essential tasks By establishing the proper atmosphere, they help their subordinates do their best selecting the most effective communication channels directing and motivating people
Controlling
determine if the firms performance is on target Involves three main elements: Establishing standards of performance Measuring current performance and comparing it against the established standards Taking action to correct performance that does not meet those standards
Process of Controlling
1. 2. 3.
4.
Establishment of standards Measurement of performance Comparison of actual and standard performance Taking remedial actions
Managerial Skills
Robert L. Katz, educator and business executive identified three basic types of skills: technical, human conceptual
Technical Skills
Ability to use the tools, procedures, and techniques of a specialized field The manager needs enough technical skill to accomplish the mechanics of the particular job he or she is responsible for
Human Skill
Is the ability to work with, understand and motivate other people either as individuals or as groups Managers need enough of this human relations skill to work with other organization members to lead their own work group
Conceptual Skill
Is the mental ability to coordinate and integrate all of the organizations interests and activities Involves the managers ability to see the organization as a whole and to understand how its parts depend on each other Involves the managers ability to understand how a change in any given part can affect the whole organization A manager needs enough conceptual skills to recognize how the various factors in a given situation are interrelated, so that the actions he or she takes will be the best interests of the total organization
Levels of Management
Strategic level Tactical level Operational level
Top
Middle
Operational employees
Strategic Level
Also known as the top level People at this level establish organizational goals and work with the internal environment Set the corporate direction E.g. CEO, CIO, CTO, COO Board of Directors
Tactical Level
Also known as the middle level Allocate resources to meet objectives of top management
Operational Level
Also known as the first level or first line Supervise day-to-day operations like order entry, credit checking, and inventory control
Conceptual
Conceptual Conceptual
Human
Human Human Technical Technical First Level Management Second Level Management Technical Third Level Management
References
Management by James A.F. Stoner and Charles Wankel Management Information Systems 8th Edition by Raymond McLeod Jr. and George Schell