105 lec..midterm

8/6/2019 105 Lec..Midterm

1/23

Functions of Management


2/23

. A manager's job consists of planning,

organizing, directing, and controlling the

resources of the organization.Theseresources include people, jobs or

positions, technology, facilities and

equipment, materials and supplies,

information, and money. Managers work ina dynamic environment and must

anticipate and adapt to challenges.


3/23

Thejob of every manager involves what is

known as the functions of management:

planning, organizing, directing, andcontrolling. These functions are goal-

directed, interrelated and interdependent.


4/23

Planning involves devising a systematic

process for attaining the goals of the

organization.It prepares the organizationfor the future.


5/23

. Organizing involves arranging the

necessary resources to carry out the plan.

It is the process of creating structure,establishing relationships, and allocating

resources to accomplish the goals of the

organization.


6/23

Directing involves the guiding, leading,

and overseeing of employees to achieve

organizational goals


7/23

Controlling involves verifying that actual

performance matches the plan. If

performance results do not match theplan, corrective action is taken.


8/23

Managerial Skills


9/23

Technical skill involves process or technique ofknowledge and proficiency. Managers use theprocesses, techniques and tools of a specificarea.Human skill involves the ability to interact

effectively with people. Managers interact andcooperate with employees.Conceptual skillinvolves the formulation of ideas. Managersunderstand abstract relationships, developideas, and solve problems creatively. Thus,technical skill deals with things, human skillconcerns people, and conceptual skill has to dowith ideas.


10/23

Top level managers need conceptual skills

in order to view the organization as a

whole.Conceptual skills are used in

planning and dealing with ideas and

abstractions. Supervisors need technical

skills to manage their area of specialty. All

levels of management need human skillsin order to interact and communicate with

other people successfully


11/23

Levels of Management


12/23

Supervisors are managers whose major functionsemphasize directing and controlling the work ofemployees in order to achieve the team goals. They arethe only level of management managing non-managers.Thus, most of the supervisor's time is allocated to thefunctions of directing and controlling. In contrast, topmanagers spend most of their time on the functions ofplanning and organizing. The top manager determinesthe mission and sets the goals for the organization. Hisor her primary function is long-range planning. Top

management is accountable for the overall managementof the organization. Middle management implements topmanagement goals. Supervisors direct the actual work ofthe organization at the operating level.


13/23

Levels of Organization an d Functions of

Management


14/23


15/23

. The keystone is the central topmost stone of anarch. It is an essential part because it takes thepressure of both sides, exerts pressure of itsown and uses them to strengthen the overall

arch. The keystone supervisor is the mainconnector joining management and employeesmaking it possible for each to performeffectively. Supervisors are the level ofmanagement linking the operations of each

department to the rest of the organization. Thisview underscores the critical importance ofdeveloping people at all levels.


16/23

Employees need their jobs and want to know what isexpected of them and how their work relates to thewhole process. The supervisor is the point of contact inthe satisfaction of these needs for employees. By his orher efforts toward productivity and efficiency, thesupervisor helps make the company successful, whichpreserves and creates jobs. By interpreting policies andgiving instructions and information and through normal,everyday contact with employees, the supervisor servesas the point of contact with management. The keystone

has determined that he or she will control the job insteadof the job controlling him or her. Thus, It is theconfidence in self that will help determine the success ofthe manager.


17/23


18/23

The informational roles link all managerial

work together. The interpersonal roles

ensure that information is provided. The

decisional roles make significant use of

the information.


19/23

The three interpersonal roles are primarily concernedwith interpersonal relationships. In the figurehead role,the manager represents the organization in all matters offormality. The top level manager represents the companylegally and socially to those outside of the organization.The supervisor represents the work group to highermanagement and higher management to the work group.

In the liaison role, the manger interacts with peers andpeople outside the organization. The top level manageruses the liaison role to gain favors and information, whilethe supervisor uses it to maintain the routine flow of work.The leader role defines the relationships between the

manager and employees.


20/23

The direct relationships with people in the interpersonalroles place the manager in a unique position to getinformation. Thus, the three informational roles areprimarily concerned with the information aspects ofmanagerial work. In the monitor role, the managerreceives and collects information. In the role ofdisseminator, the manager transmits special informationinto the organization. The top level manager receivesand transmits more information from people outside theorganization than the supervisor. In the role of

spokesperson, the manager disseminates theorganization's information into its environment. Thus, thetop level manager is seen as an industry expert, whilethe supervisor is seen as a unit or departmental expert


21/23

The unique access to information places the manager atthe center of organizational decision making. There arefour decisional roles. In the entrepreneur role, themanager initiates change. In the disturbance handler

role, the manger deals with threats to the organization. Inthe resource allocator role, the manager chooses wherethe organization will expend its efforts. In the negotiatorrole, the manager negotiates on behalf of theorganization. The top level manager makes the

decisions about the organization as a whole, while thesupervisor makes decisions about his or her particularwork unit.


22/23

The supervisorperforms these managerial roles

but with different emphasis than higher

managers. Supervisory management is more

focused and short-term in outlook. Thus, thefigurehead role becomes less significant and the

disturbance handler and negotiator roles

increase in importance for the supervisor. Since

leadership permeates all activities, the leaderrole is among the most important of all roles at

all levels of management.


23/23

Planning

Planning is concerned with the future

impact of today's decisions. It is the

fundamental function of management from

which the other four stem

105 lec..midterm

Documents