1. Management Functions

2. Who Are Managers?
Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.

3. Classifying Managers First-line Managers Middle Managers Top Managers
Are at the lowest level of management and manage the work of non-managerial employees.
Middle Managers
Manage the work of first-line managers.
Top Managers
Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

4. Managerial Levels

5. What Is Management? Managerial Concerns Efficiency Effectiveness
“Doing things right”
Getting the most output for the least inputs
Effectiveness
“Doing the right things”
Attaining organizational goals

6. Effectiveness and Efficiency in Management

7. Management Functions Planning Organizing Leading Controlling
Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.
Organizing
Arranging work to accomplish organizational goals.
Leading
Working with and through people to accomplish goals.
Controlling
Monitoring, comparing, and correcting the work.

8. Management Functions

9. EVOLUTION OF MANAGEMENT THEORY
How to respond to
the environment?
Organization-Environment Theory
How should
managers behave?
Behavioral Management Theory
How to structure the
organization?
Administrative Management Theory
Scientific Management
How to organize the tasks for people?

10. THE MANAGEMENT FUNCTIONS
PLANNING
CO-ORDINATING
CONTROLLING
ORGANIZING
LEADING

11. THE MANAGEMENT FUNCTIONS
Planning: Setting goals and deciding how best to achieve them
Organizing: Structuring working relationships
Leading: Influencing others to work towards goals
Controlling: Regulating activities to reach goals
Coordinating: Bringing the different activities together
Organized and systematic way of looking at manager’s jobs
Planning:
Why plan? Things change: know what you want/ where you are to make changes.
Goals - what to do or course of actions - resources. Long and short term goals
Most important: what benefits we provide to the society? Many worry about what we can get from the society. That establish your identity. Microsoft/ software in VN: can’t make money.
It works with us as individuals, too. That will decide what we do.
Organization:
Departments? Report system? Responsibility and accountability? Believe me, with 10 years of doing training/consulting works, the questions who have what and do what always confusing and sensitive.
Leading: showing people direction. Now, inspiring people to go in your direction.
Do you guys follow the women basketball coach controversy? Believe me, I love the team/ coach. I followed most of their season. But I found it sad when players and the coach do not like each other. I am sure coach Runge did what she thinks is the best. But it is very hard achieve the goal by inspiring, not by hurting, your subordinates.
Become more important in managing change, in knowledge-based economy.
Controlling: make sure everything is done/ fit. “I am surprise with our report!”

12. Exercise: The Mann Gulch Disaster
Using four functions of management to explain the disaster in the video

13. Management Roles Interpersonal roles Informational roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Disturbance handler, resource allocator, negotiator

14. Management Skills Technical skills Human skills Conceptual skills
Knowledge and proficiency in a specific field
Human skills
The ability to work well with other people
Conceptual skills
The ability to think and conceptualize about abstract and complex situations concerning the organization

15. Skills Needed at Different Management Levels

16. Conceptual Skills Using information to solve business problems
Identifying of opportunities for innovation
Recognizing problem areas and implementing solutions
Selecting critical information from masses of data
Understanding of business uses of technology
Understanding of organization’s business model

17. Communication Skills Ability to transform ideas into words and actions
Credibility among colleagues, peers, and subordinates
Listening and asking questions
Presentation skills; spoken format
Presentation skills; written and/or graphic formats

18. Effectiveness Skills
Contributing to corporate mission/departmental objectives
Customer focus
Multitasking: working at multiple tasks in parallel
Negotiating skills
Project management
Reviewing operations and implementing improvements

19. Effectiveness Skills (cont’d)
Setting and maintaining performance standards internally and externally
Setting priorities for attention and activity
Time management

20. Interpersonal Skills Coaching and mentoring skills
Diversity skills: working with diverse people and cultures
Networking within the organization
Networking outside the organization
Working in teams; cooperation and commitment

21. Case: Say it with flowers
Identify Mr. Wood’s activities in each function of management, as indicated in the case?
Why motivating the sales clerks is important? How does Mr. Wood motivate his people?
What are some risks Mr. Wood needs to be aware of his ways of management?