Overview of Management

there are those who do things

(workers) and those who talk
about things (managers)
OR
There are those who do things
and those who get things done
11

OVERVIEW OF
MANAGEMENT
Management is the use of techniques,
based on measures artfully applied

Management is achievement of
organisational goals through the major
functions of
Planning, Organising, Leading and
Controlling.
12

Who Are Managers?

Someone who coordinates and oversees
the work of other people so that
organizational goals can be
accomplished.

13

Classifying Managers
First-line Managers
Individuals who manage the work of nonmanagerial employees.
Middle Managers
Individuals who manage the work of first-line
managers.
Top Managers
Individuals who are responsible for making
organization-wide decisions and establishing
plans and goals that affect the entire
organization.
14

Managerial Levels

15

What Is Management?
Managerial Concerns
Efficiency
Doing things right
Getting the most
output for the least
inputs

Effectiveness
Doing the right
things
Attaining
organizational goals

16

Effectiveness and Efficiency in Management

17

Types of Manager
Managers come in every shape and size, with very different
personalities not surprising, since managers are, after all,
human.
It should also be remembered that all employees within an
organization, are in reality managers, being responsible for their
own tasks if nothing else.

Management styles
The style used is often determined by the personality of
the manager concerned.
Seven styles to be described here
A manager often displays many of the attributes of these
styles.
Experienced managers may also vary their style to suite
the situation

Management Styles
1.
2.
3.
4.
5.
6.
7.

Administrator
Time Servers
Climbers
Generals
Supporters
Nice guys
Bosses

110

Administrators
Very formal in their approach
Looks to company rules and regulations
for solving all problems
Often limited to one level upwards and
downwards
They are not good at resolving conflict ?
In spite of their rather mechanistic
approach they are generally respected by
their staff, and by peers, for their
organizational loyalty and knowledge

Time Servers

These are generally older managers

who have lost interest in their job
and environment
They take all necessary actions to
avoid stress, and maintain a low
profile within the company
If motivated, they can become a
very valuable asset to the
organization. They can build an
effective team if they try.

Climbers
driven by extreme personal ambition
and will sacrifice everything,
including self and family to get to the
top
pursue personal advancement by fair
means or foul
However, they become demodulated
if this does not show quick results,
and this can eventually lead to stress

Generals

Generals work extremely hard,

driving themselves and those
under them
Usually a younger person who
likes to rule and manipulate
power but is achievement
oriented
Usually they are optimistic about
the future, sometimes wrongly

Supporters

usually experienced managers who are

knowledgeable in management
techniques and apply them where they
can
They delegate responsibilities
The people working under them are
highly motivated
They get support from the specialists
within their department
Supporters tend to be loners and do not
mix well with peers
?

Nice guys
These managers are usually weakwilled and are more interested in
being liked, by peers and
subordinates, than in achieving
targets
The productivity of the group is low
and conflicts waiting to burst out
Ready to yield to pressure from
almost any source

Bosses
These managers are bullies! Using power is
like a drug
They drive the people under them but not
themselves
They expect recognition from peers, but
often do not get it
Extremely inflexible, only strong talkers, and
hide behind abusive language
They can show result for a short-term only
They advance by pointing out the mistakes of
others, and not by their own achievements

Management
Functions

118

OVERVIEW OF MANAGEMENT
Achievement
Achievementofoforganisational
organisationalgoals
goalsvia:
via:

1.
1. Planning
Planning
2.
2. Organising
Organising

3.
3. Leading
Leading/ /Integrating
Integrating
4.
4. Controlling
Controlling/ /Measuring
Measuring
119

What Do Managers Do?

Functional Approach
Planning
Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.

Organizing
Arranging and structuring work to accomplish
organizational goals.

Leading
Working with and through people to accomplish goals.

Controlling
Monitoring, comparing, and correcting work.

120