1. An Overview of Management
Chapter 1
An Overview of Management
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2. The Nature of Management
Management is concerned with using the resources of the organization to reach the organization’s objectives.
Management’s purpose is to use these resources effectively and efficiently so that the objectives of the organization are achieved with a minimum of cost.
Management activities share some common characteristics:
All activities occur within the context of an organization.
Managers are in charge of the organization’s resources— people, equipment, finances, data—and of using these resources to help the organization reach its objectives.
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3. The Impact of Management
Because management is essentially a decision-making process, it affects others.
Management is characterized by leadership, decision making, and the implementation of work tasks.
The consequences of a manager’s decisions may have either a positive or negative effect on the manager, the manager’s subordinates, and the organization, as well as other groups—stakeholders.
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6. The Functions of Management
Planning: Determining what the organization will accomplish and deciding how to accomplish these goals
Organizing: Designing jobs for employees, grouping these jobs together into departments, and developing working relationships between organizational departments and employees to carry out the plans
Leading: Influencing others’ activities to achieve set goals
Controlling: Ensuring that an organization’s actions lead to achievement of its objectives
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9. Management Decision Making
All managers engage in the decision-making process:
Gathering information
Using information to reach a decision
Implementing the decision
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10. Management Roles
Henry Mintzberg described ten specific management roles that can be placed into three broad categories:
Interpersonal roles involve interaction with others who are external or internal to the organization, at the same level as the manager, or at higher or lower levels.
Informational roles focus on obtaining data that are important for the decisions the manager makes.
Decisional roles deal primarily with the allocation of resources to reach organizational objectives.
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12. Management Skills General skills: Specific skills:
Interpersonal skills
Technical skills
Conceptual skills
Specific skills:
Job knowledge
Tolerance of stress
Oral communication
Negotiation
Persuasiveness
Assertiveness
Problem analysis
Initiative
Cooperativeness
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13. Situational Differences in Management Activities
The specific job activities of managers differ greatly both among and within organizations because of differences in:
The level of management
The area of management
Organizational size
Organizational culture
Industry
Whether the organization is for-profit or nonprofit
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16. Emerging Trends in Management
Three major trends are impacting businesses today:
Electronic business (e-business): Achieving management goals through the use of the Internet
Global organizations: Expanding business activities beyond national boundaries
Ethics and social responsibility: Leadership in promoting ethical and socially responsible business decisions
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17. Can You Learn Management in Class?
Some aspects of management can be learned in formal classroom situations. Learning management in this format can help you understand:
Sources of information and relationships among variables
Basic principles to use in decision making
Fundamentals of implementing decisions
Job knowledge relevant for specific functional areas of an organization and the requisite interpersonal skills can most effectively be learned in one’s unique working environment.
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