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

3. THE MANAGEMENT TASK - Role and Definition of Management
All organizations exist for certain purposes or goals, and managers are responsible for combining and using organizational resources to ensure that their organizations achieve their purposes.

4. IN SHORT
Getting works done through others...

5. MANAGEMENT DEFINED It used most commonly in this text;
‘ is the process of reaching organizational goals
by working with and through people and other organizational
resources.’
Main characteristics of Management;
1- process or series of continuing and related activities
2- reaching organizational goals
3- by working with and through people and organizational resources.

6. ROLE OF MANAGEMENT
Management moves an organization toward its purposes or goals by assigning activities that organization members perform.
- Individual activities are encouraged
- Individual activities are discouraged

7. MANAGEMENT PROCESS: MANAGEMENT FUNCTIONS
Four Basic Management Functions – activities
Planning
Organizing
Influencing ‘motivating, LEADING, directing or actuating’ ;
ultimate purpose is to increase productivity.
Controlling

8. PLANNING It involves; Choosing task Outlining the tasks Indicating
Focus on attaining goal.
it is essential to getting the “ right” things done.
it is concerned with organizational success in short and long term

9. ORGANIZING Assigning the task to various individual and groups
Creates a mechanism to put plans into action.
Tasks are organized to contribute
success of department, divisions,
Organizing includes; determining tasks and grouping of work.
It should be adaptable and flexible.

10. INFLUENCING
It is also called, motivating, directing, leading and actuating.
It is concerned primarily with people in the organization
It can be defined as;
guiding the activities of organization members in appropriate directions.
ultimate purpose of influencing is to increase of productivity.

11. CONTROLLING 1- Gather information 2- Compare performances
3- Determine whether to modify
It is ongoing process.

12. The Management Task

13. Management Process and Goal Attainment
These functions are integrally related and cannot be separated.
To be effective, managers should understand how these functions practiced not defined or related.
The performance of one depends on the performance of the others.

14. The Management Task

15. The Management Task Management Process and Goal Attainment
Thomas Peters and Robert Waterman studied organizations to determine what management characteristics best describe excellently run companies.
Closeness to customer: Find out what your customers think about issues, how well you’re meeting their needs, or where they wish you were better
Autonomy and entrepreneurship:
Productivity through people: to support and invest in the manufacturers of tomorrow.
Simple organizational form with lean staff

16. The Management Task Management and Organizational Resources
1. Human
2. Monetary
3. Raw materials
4. Capital
Managerial Effectiveness
doing the right things
Managerial Efficiency
doing the things in the right manner

17. The Management Task

18. EFFECTIVENESS vs. EFFICIENCY
Effectiveness refers to management’s use of organizational resources in meeting organizational goals.
If organizations are using their resources to attain their goals the managers said to be effective.
It can be measured by degrees.
It exist on continuum ranging from ineffective to effective.

19. Managerial Efficiency
Managerial efficiency is the proportion of total organizational resources that contribute to productivity during the manufacturing process. Higher proportion is better.
The more resources wasted or unused during the production process, the more inefficient the manager.
Organizational resources refers not only raw material but also human related effort.
It is also best described as being on a continuum ranging from inefficient to efficient.
Inefficient means small proportion of resources contributes to productivity. Efficient means large proportions.

20. The Management Task

21. “Management Skills: The Key to Management Success”
Universality of Management
Mgt principals are universal, Applies to all types of organizations

22. DEFINING MANAGEMENT SKILL
Management skill is the ability to carry out the process of reaching organization goals by working with and through people and other organizational resources.
It is prerequisite for management success.
Managing people, managing with the team, motivating the individual worker, and communication and coaching.

23. CLASSİCAL VİEW Robert Katz indicates three types of skills
- Technical Skills
- Human Skills
- Conceptual Skills

24. MANAGEMENT SKILLS
Technical Skills, ability to use relevant tools and techniques, specialized knowledge and skills. Like, engineering, computer programming, etc.
Mostly related to working with “things”-process or physical objects.
Human Skills, the ability to work with, understand ant motivate others, build the cooperation within the team being led. They involve working with attitudes and communication, individual and group interests, important at all three management levels...
Conceptual skills involve the ability to see an organization as whole. The mental ability to analyze and diagnose complex situations.

25. CLASSİFİCATİON OF MANAGERS
- TOP MANAGERS: Responsible for organization-wide decissions and establish plans and goals that affect the entire organization. Evaluate the performance of the Departments. Establish criteria for success. CEO
- MIDDLE MANAGERS: Indirect managers, set actions, make intermediate plans, establish departmental policies and evaluate subordinate work units. Marketting manager, Finance manager...
- FIRST-LINE MANAGERS: Supervise non-managers, lowest level managers, team leader, shift manager, carry out plans,

28. Management Skill: The Key to Management Success

29. Major activities of manager : 1- Task-related activities 2- People-related activities 3- Change-related activities

30. Task-related activities, management efforts aimed at carrying out management related duties in organizations.
Includes short term planning, clarifying objectives of jobs in organizations, monitoring operations and performances.
People-related activities, efforts aimed at managing people in organizations.
Includes provide support and encouragement to others, providing recognition for achievement and contributions, developing skills and confidence of organization members, consulting when making decisions and empowering others to solve problems.
Change related activities efforts aimed at modifying organizational components. Includes monitoring external environments, proposing new strategies and vision, encourage innovative thinking, taking risks to promote needed changes.

31. Management Skill: Common criticism
Such skills, (technical, human and conceptual) are often too broad to be practical. They contain numerous narrowly focused skills presents more practical and essential abilities…
These skills should not be seen valuable themselves but should be see “specialized tools” meet challenges and carry out process.
Value of individual management skills will tend to vary from manager to manager, depending upon the specific organizational situation faced.
Managers should spend time defining the most formidable tasks they face and sharpening skills that will help to carry out these tasks successfully.

32. ?
Questions