1. Management Functions & Principles

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

3. 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

4. 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

5. Managerial Environment
Efficiency vs. Effectiveness

6. Management Processes
Planning
Organizing
Leading
Controlling

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

8. 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

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

10. 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.

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

12. Controlling Monitor performance Compare results with standards
Apply corrective action

13. Management Processes
Planning
Organizing
Leading
Controlling

14. Managerial Roles
Interpersonal
Informational
Decisional .

15. 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

16. 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.

17. 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)

18. 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

19. 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

20. 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

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

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