Management: An Overview

DEFINITIONS OF MANAGEMENT MANAGERIAL ROLES THE FUNCTIONS OF MANAGERS THE LEVELS OF MANAGEMENT MANAGEMENT SKILLS APPROACHES TO MANAGEMENT

Definitions of Management Koontz and Weiherch Management is a process of designing and maintaining an environment in which individuals work together in groups, efficiently accomplish selected aims. McFafland gives a holistic view on management. Management is a process by which managers create, direct, maintain and operate purposive organizations, through systematic, coordinated cooperative human effort. These definitions when expended have the following implications. The functions of managers include planning, organizing, staffing, leading and controlling. These functions are essential to any kind of organization. It applies to managers at all hierarchical levels. The aim of managers is to increase productivity, effectiveness and efficiency.

Functions of Manager
1. Planning - Decide Mission and objective 2. Organizing Assigning task and allocating resources 3. Staffing Human Resources Management 4. Leading Influencing, motivating and directing people 5. Controlling Comparing performance with standard

Mintzbergs 10 Managerial Roles

Figurehead INTERPERSONAL Performs ceremonial and symbolic duties such as greeting visitors, signing legal documents. Leader Direct and motivate subordinates, training, counseling, and communicating with subordinates. Liaison Maintain information links both inside and outside organization; use mail, phone calls, meets. Monitor Seek and receive information, scan periodicals and reports, maintain personal contacts. Disseminator Forward information to other organization members; send memos and reports, make phone calls. Spokesperson Transmit information to outsiders through speeches, reports, and memos. Entrepreneur Initiate improvement projects, identify new ideas, and delegate idea responsibility to others. Disturbance Take corrective action during disputes or Handler crises; resolve conflicts among subordinates; adapt to environmental crises. Resource Decide who gets resources, scheduling, Allocator budgeting, and setting priorities. Negotiator Represent department during negotiation of union contracts, sales, purchases, and budgets; represent departmental interests.

INFORMATIONAL

DECISIONAL

Level of Management Type of Managers Top Level Managers Middle Level Managers First Level Managers
Managerial Skills
Technical skills:

Required Skills Function Design Skill Planning Human Relation and Conceptual Organizing Skill Technical Skill Directing

Theses skills include the knowledge of and proficiency in activities involving methods, processes and procedures. Human or interpersonal skills: It includes his/her ability to understand other people and interact effectively with them. Conceptual skills: This refers to the ability to think and conceptualize abstract situations. These abilities are required for making complex decisions. Design skills: It enables a manager to handle and solve any kind of unforeseen problems that may crop up in the organization.

Approaches to Management
Characteristic / Contribution Limitation Empirical Or Case Approach Focus on interpersonal behaviour, human Situations are all different. No attempt to relation, leadership, and motivation. Based identify principles. Limited values for on individual psychology. developing management theory Interpersonal Behaviour Approach Focus on interpersonal behaviour human Ignores planning, organizing, and relations, leadership, and motivation. Based controlling. Psychological training is not on individual psychology. enough to become an effective manager. Group Behaviour Approach Emphasis on behaviour of people in Not integrated with management concept, groups. Based on social psychology. The principles, theory and techniques. study of large groups is often called OB Cooperative Social System Approach Concerned with both interpersonal and Too broad a field for the study of group behavioural aspects leading to a management. At the same time it overlook system of cooperation. Expanded concept managerial concepts, principles and includes any cooperative group with clear techniques. purpose. Sociotechnicla System Approach Technical system has great effect on social system (personal attitude, group Emphasis only on blue-collar and lower behaviour). Focus on production, office level office work. Ignore much of other

operations, and other areas with close managerial knowledge. relationship between technical system and people. Decision Theory Approach Focus on the making of decisions, person or groups making decisions, and the There is more to managing than making decision making process. Some theorists decision. The focus is at the same time too use decision-making as a springboard to narrow and too wide. study all enterprise activities. Systems Approach Systems concepts have broad applicability. Systems have boundaries, but they also Analyses of the interrelatedness of system interact with the external environment i.e. and subsystems as well as the interactions organizations are open system. Recognizes of organizations with their external importance of studying interrelatedness of environment, can hardly be considered a planning, organizing, and controlling in an new approach to management organization as well as the many Subsystems. Mathematical Or Management Science Approach Managing is seen as mathematical Preoccupation with mathematical models. processes, concepts, symbols and models. Many aspects in managing cannot be Looks at magt. As a purely logical process, modeled. Mathematics is a useful tool, but expressed in mathematical symbols and hardly a school or an approach to relationships. management Contingency or Situational Approach Managerial practice depends on Managers have long realized that there is circumstances. Contingency theory no one best way to do things. Difficulty in recognizes the influence of given solution determining all relevant contingency on organizational behaviour patterns. factors and showing their relationship Managerial Roles Approach Based on observation of five chief Sample was very small, some important executive and ten managerial roles managerial activities are left Mc Kinseys 7-S Framework Strategy, Structure, Systems, Style, Staff, Terms used are not precise and topics are Shared values, Skills not discuss in depth Operational Approach Draws together concept, principles, techniques and knowledge from other fields According to coordination is a essence of and managerial approach. Distinguishes management and a separate function. managerial and non managerial functions

Evolution of Management Thought

Approaches
Early Approach

Main Aspects

Major Contribution

Classical Approach

IR in Europe in mid 1700 Robert Owen Broader inquiry into the Charles Babbage nature of management Andrew Ure Charles Dupin Henry R. Towne Frederick W. Taylor, Scientific Management Frank and Lillian Gilbreth, Henry Gantt Bureaucratic Management Administrative Management Group Influence Hawthorne Studies Max Weber Henri Fayol Mary Parker Follet Elton Mayo Abraham Maslow Douglas Mc Gregor Chris Argyris

Behavioural Maslows needs theory Approach Theory of X and Y Model I V/s Model II Quantitative Management Science Approach Operation Management Management Information System Modern Approach The System Theory Contingency Theory Emerging Approach Theory Z and TQM

Emerged during world war II The army brought together managers, government officials and scientists to help in deploy its resources more effectively and efficiently.
Looking at an Organization as a whole Based on input, output and process Based on Situational Theory William Ouchi: Combination of American And Japanese style of magt.

Name Robert Owen Charles Babbage Andrew Ure

Education/main study British Entrepreneur British Professor of Mathematics, Father of modern computing British Academician

Contribution Silent monitor` Standard working hours Mechanical Calculator Analytical engine

The philosophy of Manufacturing Charles Dupin French Engineer Influenced Henry Fayol Henry R. Towne President of Yale and Towne F.W. Taylor was influenced manufacturing by him company Frederick Father of Scientific Referred problem of Winslow Taylor, Management Soldiering Frank Gilbreth Father of motion study therbligs (17 motions), bricklaying study Lillian Gilbreth Wife of Frank Gilbreth The philosophy of Earn 22 honorary degree management -her Ph D work Henry Gantt Associate of Taylor at Midvale Gantt Chart, task and bonus & Bethlehem Steel system Henri Fayol Father of Administrative and Identify Business Operation, General Gave fourteen Management principles of management Max Weber Father of Bureaucratic Observe nepotism, identify Management the characteristic of ideal bureaucracy Mary She understood the Function of group in the Parker Follet significance of workplace, introduced terms human element in power with and power over, power sharing, integration organization. Elton Mayo Father of Human Relation 1. Illumination experiments Approach, in 1924 2. Relay assembly test room started study at 3. Interview Phase Western Electrics 4. Bank wiring observation Hawthorne plant

Abraham Maslow

A Brandies University Psychologist

Douglas Mc Gregor Chris Argyris William Ouchi

1.Needs never completely fulfilled 2. We try to fulfill needs 3. Need occur in hierarchical manner Developed two assumption Theory X and Theory Y about human behaviour Yale University Professor Model I and Model II Management Expert Theory Z America + Japan

Name Robert Owen Charles Babbage Andrew Ure Charles Dupin Henry R. Towne

Wrong Contribution Influenced Henry Fayol The philosophy of Manufacturing Fourteen principles of management Silent monitor The philosophy of management Father of modern computing

Right Contribution

Frederick Winslow Taylor, Frank Gilbreth Father of Scientific Management Lillian Gilbreth Influenced F.W. Taylor Henry Gantt Henri Fayol Max Weber Mary Parker Follet Elton Mayo Abraham Maslow Douglas Mc Gregor Chris Argyris William Ouchi Peter Drucker Henry therbligs

Hawthorne Illumination experiments Model I and Model II America + Japan =Z Challenge the traditional assumption about the people 10 Managerial roles Characteristic of ideal bureaucracy
Do the right thing Doing the thing rightly power with and power over, power sharing,

Needs never completely Task and bonus system

Mintz berg
Robert H. Kalz Four kind of skills

Frederick Winslow Taylor: Essence or Principles of Scientific Management 1. Need for developing a scientific way of performing each job