Management and Managers

The

Management Process
The Management Functions
Managerial Skills
Managers Roles And Levels
Types Of Managers
Management Styles

MANAGEMENT
The

Management Process

The

Management Functions

Management Processes

2 types of work processes:

Management processes
Operational processes

Operational process a collection of actions

performed by most of the organizational staff in order
to actually produce/deliver products and services
Management process a collection of specific
actions performed by a manager or a group in order to
plan, organize, lead and control the work of the rest of
the staff

Management Functions
Planning
Setting objectives and determining in advance how the objectives
will be met
Monitor for Change and Anticipate or React
Organizing
Setting and delegating tasks, designing structures and allocating
resources to achieve objectives
Leading
Influencing employees to work toward achieving objectives
Performed through coordination and motivation
Controlling
Establishing and implementing mechanisms to ensure that
objectives are achieved

Management Functions

1. Planning
Process of identifying and selecting appropriate
organizational goals and courses of action
Includes:
Analyzing the internal and external environment
Setting objectives and goals
Choosing the appropriate methods and techniques for reaching
the objectives

Key questions: what must be done/what can be done

during a given interval
Outcome: strategies, policies, programs, forecasts

Steps in the Planning Process

1.

2.
3.

Deciding which goals the organization will pursue

Deciding what courses of action to adopt to attain those
goals
Deciding how to allocate organizational resources

Objectives

S
M

Specific define expectations

Measurable quantity, quality, timeliness and cost
Achievable challenging, but reasonable

Relevant linked with all higher level goals and objectives

Time bound date or elapsed time to complete

Types of Organizational Objectives

Mission

The organizations reason for existence

A broadly stated definition of purpose that distinguishes
the organization from others of a similar type

Strategic objectives

Long term
Main organizational goals
Senior management
Organization as a whole

Tactical objectives

Middle management
Major divisions, functions
Reached by summing the results of most of the work
processes in the organization

Operational
objectives

Short term
Specific, measurable results expected from
departments and work groups

Individual
objectives

Specific, measurable results expected from individuals

performing their allocated tasks
Critical for motivating people

Mission Statement Examples

"Our vision is to be earth's most customer centric company; to build a

place where people can come to find and discover anything they might
want to buy online." (Amazon)

"To bring inspiration and innovation to every athlete in the world." (Nike)

"Our mission: to inspire and nurture the human spirit one person, one cup
and one neighborhood at a time." (Starbucks)

At the heart of The Chevron Way is our Vision to be the global energy
company most admired for its people, partnership and performance.

Dole Food Company, Inc. is committed to supplying the consumer and our
customers with the finest, high-quality products and to leading the industry
in nutrition research and education. Dole supports these goals with a
corporate philosophy of adhering to the highest ethical conduct in all its
business dealings, treatment of its employees, and social and environmental
policies.

2. Organizing

All the actions managers perform to create a structure of

working relationships that allow organizational members to
interact and cooperate to achieve organizational goals

Includes:
Setting tasks according to the amount of work necessary for
reaching the organizational goals and objectives
Designing structures
Distributing tasks and resources needed to perform them

Key questions: Who will do What to achieve the goals? How

will it be done?

Organizing managerial actions:

Setting specific tasks for each job considering the goals and
objectives pursued
Grouping people into departments according to the kinds of
job-specific tasks they perform
Laying out lines of authority and responsibility
Deciding how to use organizational resources

3. Leading

Implies coordinating people so everyone understands their

part in achieving organizational goals and objectives and
motivating them (energizing and enabling them to do what
they are supposed to do) to actually perform it

Leadership involves using power, personality, influence,

persuasion, and communication skills

Outcome: highly motivated and committed employees, who

are able to work together in the right direction (achieving
goals and objectives)

3a. Leading Coordinating people

Involves all the managerial actions performed in order to

synchronize and facilitate peoples work so they can play
their part in achieving the goals

Key question: what should be done to operationalize tasks?

Is based on communication under all forms and at all

levels:

Meetings
Briefings
Reports
Memos
Feedback (of any type)

3b. Leading Motivating people

Involves all the managerial actions intended to influence

people and determine them to act their part in achieving the
organizational goals and objectives

Is based on internal and external motivation

Key question: Why do people participate to achieving

objectives?

Successful motivation criteria:

differentiation
complexity
gradualness

4. Controlling

Includes all managerial actions which:

Measure results
Point out differences between results
and objectives
Search for causes
Diminish/eliminate differences

Key questions:
What was the outcome of ones work and
How does it compare with the objectives?

How Do The Management Functions

Work Together

The management functions can only be performed in

correlation, according to the phases of the managerial
process:
1.

2.

3.

Pre-operational phase when goals and objectives are set and

the way they will be met is determined (planning, organizing)
Operational phase the actions needed to achieve the goals
and objectives are actually performed (leading - coordinating,
motivating)
Post-operational phase measuring results and correcting
differences between results and objectives (controlling, leading motivating)

Together > the cycle information-decision-action

Applying The Concept: Management Functions

Indicate which type of function the manager is performing in each
situation.
a. planning
b. organizing
c. leading
d. controlling
e. non-management
1. The manager is showing an employee how to set up a machine for
production.
2. The manager is determining how many units were produced during the
first half of the shift.
3. An employee has been absent several times. The manager is discussing
the situation and trying to get the employee to improve attendance.

4. The manager is conducting a job interview to fill the position of a

retiring employee.
5. The manager is fixing a broken machine.