MANAGEMENT PROCESS

Second Lecture

Management as science or art Who are managers what do they do Role of managers in (Mintzbergs theory) Kind of managers, levels & their responsibilities Managerial skills &application at different levels Formula for managerial success

Management: Science or Art?

MANAGEMENT AS A SCIENCE PROVIDES PRINCIPLES AND AS AN ART HELPS IN TACKLING SITUATIONS

The Science of Management

There are principles and theories available in every area of management. They can be taught in the class rooms and industry Principles of management have been evolved through research and practical experience over decades These principles have universal applicability . They are verifiable and lead to predictable results

The Art of Management (getting things done)

Decisions are made and problems solved using a blend of intuition, experience, instinct, and personal insights. Like any other art ,management is creative, for every new situation, possible alternatives need to be studied Requires conceptual, communication, interpersonal, and time-management skills to accomplish the tasks associated with managerial activities.

Characteristics of Management
1. Management is a universal process-Basic principles can applied in every situation, any type of organization , at all levels and every where. Management is a unifying force- It integrates human and other resources through coordination and cooperation at all levels Management is an executive function-It deals with active direction and control of activities of people to attain predetermined objectives Management is multi disciplinary- production ,marketing, finance economics, HR, etc Management is a continuous process: It is dynamic and on going process Management is situational-Efficient management is specific to situation and there is no one best way of doing things.

2.
3. 4. 5. 6.

Role of Managers (Mintzbergs theory)

Mintzberg theory concluded that managers perform 10 different but highly interrelated roles. These 10 roles can be grouped under three primary headings Decisional role Interpersonal relationship role Informational role

Managers Role( Mintzberg)

Decision Making
The decisional roles include four roles: Role Description Identifiable Activities

Searches for development opportunities in the Designing and initiating environment and initiates changes within the Entrepreneur dynamic improvement projects to bring about change. organization.

Disturbance handler

Responsible

for

corrective

action

when Taking corrective action in nonroutine situations. Performing any activity that of involves budgeting and the programming of employees work.

organization faces important disturbances.

Resource allocator

Responsible for the allocation organizational resources of all kinds.

Negotiator

Responsible for representing the organization Participating in negotiations with other parties. at major negotiations.

Interpersonal Relationship
This part encompasses three roles: Role Description
number of routine duties of a legal or social nature

Identifiable Activities
Greeting visitors; signing documents

Figurehead Symbolic head; obliged to perform a

Leader

Responsible for the motivation and Performing virtually all activation of employees; responsible for activities that involve staffing, training, and associated duties subordinates

Maintains self-developed network of outside contacts and informers who provide

Liaison

favors and information

Acknowledging mail; performing other activities that involve

outsiders

The transfer of information

The informational roles also include three roles:

Role
Monitor

Description

Identifiable Activities

Emerges as nerve center of internal Reading periodicals and and external information about reports; maintaining Information. personal contact. other employees to members of the organization. informational meeting; making phone calls to relay information.

Disseminator Transmits information received from Holding

Spokesperson Transmit information to outsiders on Holding board meeting;

organizations plan, policies, actions, giving information to the results, etc. media.

5 Steps in Making Decisions

Define the Problem Managerial function Analyze the Problem relates to desired outcome of managerial action, Develop Alternative Solutions Whereas Managerial role categorizes Find the Best Solution managers actual behavior Implement the Decision

Kinds of Managers by Level and Area

The Management Pyramid

President, CEO, VP Make long-range plans Establish policies Represent the company

Top Managers Middle Managers First-line Managers

The Management Pyramid

Sr PM, PM, Controller, Marketing Manager, Sales Manager Implement goals Make decisions Direct first-line managers

Top Managers Middle Managers

First-line Managers

The Management Pyramid

Office Manager, Supervisor, Foreman, Department Head Implement plans Oversee workers Assist middle managers

Top Managers Middle Managers First-line Managers

Managerial Skills
Conceptual skills
The ability to analyze and diagnose a situation and distinguish between cause and effect.

Human skills
The ability to understand, alter, lead, and control the behavior of other individuals and groups.

Technical skills
The specific knowledge and techniques required to perform an organizational role.

Conceptual Skills
A managers ability to think in the abstract. The mental capacity to:
Understand organizational goals and its environment. How the organization is structured. Viewing the organization as system.

Human &Interpersonal skills

The ability to communicate with, understand, and motivate both individuals and groups.

Be able to get along with:

Subordinates Peers Those at higher levels

Technical Skills
Necessary to accomplish or understand the specific kind of work being done. These skills are especially important for first line managers.

Skill Types Needed

Distribution of Time per Activity by Organizational Level

THE FORMULA FOR MANAGERIAL SUCCESS

S=AxMxO
Success = Ability X Motivation to manage X Opportunity

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THANK YOU