2. Objectives
1. An understanding of the importance of management to society and individuals
2. An understanding of the role of management
3. An ability to define management in several different ways
4. An ability to list and define the basic functions of management
5. Working definitions of managerial effectiveness and managerial efficiency
6. An understanding of basic management skills and their relative importance to managers

3. The Importance of Management
Managers influence all phases of modern organizations.

4. The Importance of Management
Influences all phases of an organization
Operations
Markets
Workforce

5. The Management Task
In addition to understanding the significance of managerial work to themselves and society and its related benefits, prospective managers need to know what the management task entails.
To the society:
Our society couldn’t exist or improve without managers guiding its organizations
Effective management is the main source of developed countries, and the most needed source of developing ones

6. The Management Task
Management positions have increased from 10% to 18% of all jobs since 1950.
Managers come from varying backgrounds
To themselves (the managers):
Managerial positions can yield:
High salaries
Status
Interesting work
Personal growth
Intense feeling of accomplishment

7. The Management Task

8. The Management Task

9. The Management Task
Top managers and CEOs Salaries (or compensations) should be determined by how much value they add to the company. The more value they add, the more compensation they deserve.
The 20 highest-paid European executives make only a third as much as the 20 highest-pain American executives.

10. The Role of Management
The role of managers is to guide organizations toward goal accomplishment.
All organizations exist for certain purposes or goals
Because the process of management emphasizes the achievement of goals, managers must keep organizational goals in mind at all times.

11. Defining Management
The term “Management” can be used in different ways. It can be defined as:
The process that managers follow in order to accomplish organizational goals
A body of knowledge
A cumulative body of information that furnishes insights on how to manage
The individuals who guide and direct organizations
A career devoted to the task of guiding and directing organizations

12. Defining Management Most commonly used definition in this book:
Management: is the process of reaching organizational goals by working with and through people and other organizational resources.
A broad agreement that management encompasses the following three main characteristics:
It is a process or series of continuing and related activities.
It involves and concentrates on reaching organizational goals.
It reaches these goals by working with and through people and other organizational resources.

13. The Management Process: Management Functions
The four basic management functions/activities that make up the management process are:
Planning
Organizing
Influencing
Controlling

14. Basic Management Functions: 1. Planning
Planning: planning involves choosing tasks that must be performed to attain organizational goals, outlining how the tasks must be performed, and indicating when they should be performed.
Planning is essential to getting the “right” things done.
Planning is concerned with organizational success in short and long term

15. Basic Management Functions: 2. Organizing
Organizing: organizing can be thought of as assigning the tasks developed under the planning function to various individuals or groups within the organization.
It is a mechanism to put plans into action.
It includes determining tasks and groupings of work, in an adaptable and flexible way to meet challenges as circumstances change.
Tasks are organized so that the output of individuals contributes to the success of departments, which, in turn, contributes to the success of divisions, which ultimately contributes to the success of the organization.

16. Basic Management Functions: 3. Influencing
Influencing (motivating - leading – directing – actuating): is guiding the activities of organization members in appropriate directions. It is concerned primarily with people within organizations.
An appropriate direction is any direction that helps the organization move toward goal attainment.
Purpose: to increase productivity.
Compare: Human-oriented production vs. task-oriented work

17. Basic Management Functions: 4. Controlling
Controlling: is the management function through which managers:
Gather information that measures recent performance within the organization.
Compare present performance to pre-established performance standards.
From this comparison, determine whether he organization should be modified to meet pre-established standards.
Controlling is an ongoing (continual) process.

18. Mistakes Commonly Made by Managers

19. Management Process and Goal Attainment
The four functions of management are integrally related
They cannot be separated in practice.
They are interrelated because the performance of one depends on the performance of the others (examples?)
Managers use these activities for reaching organizational goals

20. Management Process and Goal Attainment

21. Management Process and Goal Attainment
Management Characteristics that Best Describe Excellently Run Companies:
Bias for action
Closeness to customer
Autonomy and entrepreneurship
Productivity through people
Hands-on, value-driven orientation
“Sticking to the knitting’’
Simple organizational form with lean staff
Simultaneous loose-tight properties

22. Management and Organizational Resources
Organizational Resources: composed of all assets available for activation during the production process
Four basic types:
Human
Monetary
Raw materials
Capital
The following figure shows, organizational resources are combined, used, and transformed into finished products during the production process.

23. Management and Organizational Resources

24. Management and Organizational Resources
Human Resources
Are the people who work for an organization (Knowledge & skills)
Monetary Resources
Are the money used to purchase goods and services for the organization
Raw Materials
Are ingredients used directly in the manufacturing of products (e.g. rubber, wood, …etc)
Capital Resources
Are machines and equipments used during the manufacturing process (what’s the effect of worn-out (damaged) machines?)

25. Managerial Effectiveness
Managerial Effectiveness: is the management’s use of organizational resources in meeting organizational goals.
Managers must strive to be both effective and efficient in using org. resources
If organizations are using their resources to attain their goals, the managers are said to be effective.
Managerial effectiveness can be measure by degrees. The closer an organization comes to achieving its goals, the more effective its managers are considered to be.
Managerial effectiveness, then, exists on a continuum ranging from ineffective to effective.

26. Managerial Effectiveness
Managerial effectiveness, then, exists on a continuum ranging from ineffective to effective.
Ineffective
Effective

27. Managerial Efficiency
Managerial Efficiency: is the proportion of total organizational resources that contribute to productivity during the manufacturing process.
Efficient means that a large proportion of resources contributes to productivity. Inefficient means that a small proportion of total resources contributes to productivity.
The more resources wasted or unused during the production process, the more inefficient the manager, and vice versa.
Organizational resources includes raw materials, human effort, …etc.

28. Managerial Efficiency
Like management effectiveness, management efficiency is best described as being on a continuum ranging from inefficient to efficient.
Inefficient
Efficient

29. Relation Between Managerial Effectiveness & Efficiency
A manager can be effective without being efficient, and vice versa.
To maximize organizational success, both effectiveness and efficiency are essential.
For example: A manager could be relatively ineffective (little goal attainment) because of major inefficiencies (waste/poor utilization of resources) (situation # )
Also, a manager can be effective despite being inefficient (situation # ) (if demand for goods is so high that the manager can get an extremely high price per unit sold and thus absorb inefficiency costs) 1 2

30. Relation Between Managerial Effectiveness & Efficiency3 4
Maximum org. success 1 2

31. Management Skills: The Key to Management Success
Management Skills: is the ability to carry out the process of reaching organizational goals by working with and through people and other organizational recourses.
It is important to learn and develop these skills, because they are the prerequisite for management success
Companies focus on improving the skills of their managers because management skills are so critical to the success of the organization

32. Management Skills: The Key to Management Success
Management Skill: A Classic View
Managers’ ability to perform is a result of their managerial skills
With the necessary management skills → perform well, be successful
Without the necessary management skills → perform poorly, be unsuccessful

33. Management Skills: The Key to Management Success
Management Skill: A Classic View
The three types of skills are important for successful management performance:
Technical Skills:
involve the ability to apply specialized knowledge and expertise to work-related techniques and procedures. (examples?)
Work with things (processes & physical objects)
Human Skills:
Build cooperation within the team being led
Working with people (attitudes &communication, individual &groups)
Conceptual Skills:
The ability to see the organization as a whole, to understand how various functions of the org. complement one another, how the org. relates to its environment, & how change in one part of the org. affect the rest of it.

34. Management Skills: The Key to Management Success
Management Skill: A Classic View
What does this chart explain?
What is the denominator of all management levels?

35. Management Skills: The Key to Management Success
Management Skill: A Contemporary (Modern) View
Define major activities that managers typically perform
List skills needed to carry out these activities successfully

36. Management Skills: The Key to Management Success
Management Skill: A Contemporary (Modern) View
The major activities that modern managers typically perform (three basic types):
Task-related activities:
Critical management-related duties (include: short-term planning, clarifying objectives of jobs in org., monitoring operations & performance.
People-related activities:
Managing people (include: provide support & engorgement, recognition for achievements & contributions, develop skills & confidence of org members, consult when making decisions, empower others to solve problems)

37. Management Skills: The Key to Management Success
Management Skill: A Contemporary (Modern) View
The major activities that modern managers typically perform (three basic types):
Change-related activities:
Modifying organizational components (include: monitor org. external environment, propose new strategies & vision, encourage innovative thinking, taking risks to promote needed change)

38. Management Skills: The Key to Management Success
Management Skill: A Contemporary (Modern) View
Not a list of all skills that managers need to be successful, but an important list containing many of the necessary skills

39. Management Skills: The Key to Management Success
Management Skill: A focus of This Book
Skills categories are too broad to be practical
They contain more narrowly focused skills (practical & essential abilities)
These skills are not valuable on themselves. They are specialized tools to help managers meet important challenges and successfully carry out (=perform = do) the management functions.
Management skill is generally a prerequisite for management success. Managers should strive to develop such skills.
The value of individual management skills will vary from manager to another depending on the specific org. situations faced (e.g?)