Management Functions & Principles

Overview Managerial Environment Management Processes (Functions) Managerial Roles Universality of the Manager’s Job Managerial Skills AF Management Perspective Case Study

Managerial Environment Manager: individuals of an organization who direct the activities of others Organization: systematic arrangement of people brought together to accomplish some specific purpose Characteristics

Managerial Environment Management: the process of getting things done effectively & efficiently through & with other people Effectiveness: doing the right thing; goal attainment Efficiency: the relationship between inputs and outputs; seeks to minimize resource costs

Managerial Environment Efficiency vs. Effectiveness

Management Processes Planning Organizing Leading Controlling

Planning Basics Defining Goals Establish Strategies Develop General Plan Resource Constraints Answer (who, what, etc.) Up-to-date

Planning Essential Planning Activities Understand the mission Focus on desired result Analyze the operating environment Involve others in planning process Divide the project into manageable portions Determine key objectives Analyze alternate courses of action Select best course of action Publish the plan Modify as needed

Establish the Structure Organizing 4 Steps of Organizing Determine the Tasks Establish the Structure Allocate Resources Develop Procedures

Organizing SFUD. Students Fix Unruly Demerits. 4 Principles of Organizing Span of Control Functional Grouping Unity of Command Delegation of Authority SFUD. Students Fix Unruly Demerits.

Leading Motivating Direct activities of others Select most effective communication channels Resolve conflicts

Controlling Monitor performance Compare results with standards Apply corrective action

Management Processes Planning Organizing Leading Controlling

Managerial Roles Interpersonal Informational Decisional .

Universality of Manager’s Job Level in the organization Profit vs. not-for-profit Size of organization Transferability across national borders Making decisions & dealing with change

Universality of Manager’s Job Distribution of time First Level Managers: Direct the day-to-day activities of subordinates Middle Manager: Manage other managers; translate goals of top management into details lower-level managers can perform Top Manager: Establishes policies that affect all organization members LOQ: Scenario-based. John is the chief executive officer of a large firm that manufactures construction equipment. George is the owner and operator of a small business that produces one of the key engine components for John’s firm. Both men are managers; however, George has noticed some differences between his activities and the activities John performs. George spends much of his time in outwardly directed activities such as meetings with customers and potential investors. John spends more of his time on activities that are directed internally, such as allocating resources to appropriate departments. George wonders what accounts for this difference, and he goes to a management consultant for input. What does the consultant tell George is the major difference between managers of large organizations and small business owners that accounts for this difference? AR: Building on their reading and discussion of Mintzberg’s roles and their consideration of the degree of universality of the manager’s job that the roles that are played by the managers are different in different circumstances, students should conclude that the size of the organization causes the proportion of time spent on each function is different. First Level Managers: Direct the day-to-day activities of subordinates Middle Manager: Manage other managers; translate goals of top management into details lower-level managers can perform Top Manager: Establishes policies that affect all organization members Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, “The Job(s) of Management.” Industrial Relations 4, no. 2 (1965), p. 103.

Managerial Skills Skills General Specific (behaviors of effectiveness) Conceptual: Mental ability to coordinate interest/activities Interpersonal: understand, mentor, motivate others Technical: Use tools, procedures, techniques Political: build power base & est. connections Specific (behaviors of effectiveness)

Managerial Skills Skills General Specific (behaviors of effectiveness) Controlling organizational environment/resources Organizing & coordinating Handling information Provide growth & development Motivate & handle conflicts Strategic problem solving Research has identified these skills encompass about 50% of a manager’s effectiveness

AF Management Perspective Philosophy Management is a command responsibility Managers must achieve greatest effect w/ available resources Decentralized operations = optimized resources Centralized resource control is essential Policies

AF Management Perspective Philosophy Policies Commanders ensure effective mgmt of human, materiel, & financial resources Decentralized operations (central as required) Organizations, methods, & procedures must be readily adaptable to changing conditions Decision-making authority must be decentralized to improve productivity/job satisfaction

Do Organizations Need Managers, Leaders, or Both? Case Study Do Organizations Need Managers, Leaders, or Both?

Summary Managerial Environment Management Processes (Functions) Managerial Roles Universality of the Manager’s Job Managerial Skills AF Management Perspective Case Study