managers and development
Post on 22-Jan-2018
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The progress of a country depends on how well it utilizes its capital,
natural resources, technology and human resources.
In modern societies, these resources are increasingly utilized by specialized organizations &
institutions, both public & private,
These organizations do not run by themselves. They are managed by people.
It therefore follows that these organizations must be run by qualified managers if the resources which they
command are to be utilized effectively.
30 years ago, Harbison and Myers wrote:
“A country’s economic development may be limited by a relative shortage of this critical resources. In many
countries, management is an even more critical factor in industrialization than capital, and it is always more vital to development than either labor or natural resources.”
They emphasized the quantitative limitations on the supply of trained
managers in newly developing country which have to be improved.
As we shall see, the quality of management in the current environment is a function not
solely of the efficiency with which it utilizes organizational resources but also of the
creativity and innovativeness of such management in adapting the organization to its
environment.
One reason is that the poorer nations have more limited supplies of capital and other critical natural resources
needed for development .
The managers in such countries therefore must use the available resources more creatively and efficiently compared to
their counterparts in the more developed countries.
Management is to design and maintain an internal environment in which people working together in groups that can perform effectively
and efficiently towards the attainment of group goals. This definition needs to be
expanded:
1. As managers, people carry out the managerial functions of
Planning, Organizing, Staffing, Leading, and Controlling.
Through this definition captures a central aspect of all management activity, the
definition tends to portray the activity of managers as being inwardly oriented, that is,
directed towards optimizing the internal functioning of an organization
Management is viewed more broadly as the direction and coordination of the human and
nonhuman resources of an organization to achieve outputs which meet the needs of
external users.
In this view of management, the basic tasks of manager at the different
levels in the organization are essentially similar.
Managers at the top have the responsibility of relating the entire organization to its external
clientele. Managers of sections or subunits of the organization relates the activities of their units either to external clientele or to other units of
the organization which utilize the outputs of their units.
The term “MANAGER” is another widely used term. We limit the use of the word Manager to refer to
those persons responsible for directing the activities of other people. While it is true that
people also “manage”; materials, machines, and other physical processes,
It involves identifying, subdividing, grouping, and coordinating the
various activities required to achieve the objectives of the institution.
It involves the recruitment, selection, assignment, and development of the
various kinds of human resources required by the organization.
This is the process of communicating with and influencing subordinates
towards the achievement of organizational goals.
This is the function of monitoring performance and undertaking corrective
actions to ensure the attainment of predetermined goals and objectives of the
organization.
Henry Mintzberg lists these roles as follows:
• Interpersonal Roles• Informational Roles• Decisional Roles
Role which is assumed by managers when they represent their respective
units in the outside world in ceremonial and civic activities.
Is needed by unit heads when they interact with persons in other units within and outside the organization.
People in managerial positions are centrally located in the flow of information since information from
various parts of the organization, both in the upper and the lower levels, converge in a managers office
and allow him to monitor activities occurring outside his office.
Since information flowing various sources converge in managerial positions,
managers tend to have a key role in transmitting and disseminating such
information to other parts of the organization.
The managers leadership positions in the organization require them to represent
and speak for their units vis-à-vis (Face to face) other units of the organization and
outsiders.
Managers play a key role in the identification of new opportunities and
the development of these into new products, services, methods of activities
within their organizations
Managers are called upon to identify solutions and to take action to overcome to continuous stream of problems which
crop up in the day to day operation of the institution.
Managers exercise key role in the distribution of funds, personnel, materials and other organizational resources among
competing uses in the organization.
Since managers are often dependent on other persons, both within and outside the
organization, over whom they exercise no authority. Managers are frequently involved in negotiation activities which have a key impact
on the performance of their units.
Given the varied nature of the activities which managers direct, it is to be expected that
managers would need equally varied capabilities and skills. It is however, possible to
classify the range of capabilities and skills required of managers into three board types:
Since directing the activities of people in organizations is a central aspect of the job of managers, they
need to be skilled in human relations.
Managers need to have the tools, methods, and techniques of the body of knowledge appropriate to the activities which they
manage. Thus, financial managers, production managers, personnel managers, etc., all need the tools and skills relevant to their respective
fields.
Organizations frequently perform many different types of activities and functions which are interrelated in
different ways. Managers in such organizations need the ability to abstract from the concrete to be able to picture the larger systems to which smaller activity units belong,
and the many different ways in which the subsystems are or could be related to each other.
Top Level Managers
Middle- Level Managers
Lower Level Managers or the First
Level Supervisors
Pla
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ing
Org
aniz
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Lead
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Co
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The central characteristics of managing business enterprises is that the resources of the organization or
firm are used to generate a surplus or profit.
In capitalist societies, private enterprises are expected to produce the bulk of the goods and services needed by
society in return for the possibility of earning profits. In capitalist systems, therefore, maximization of stockholder
or owner wealth through profitable enterprise operations is regarded as a major responsibility of the
managers of enterprise.
Thus, in addition to stockholders, enterprise managers are thought to have responsibilities to the following
parties as well:
• The firm’s customers• The firm’s employees & laborers• The firm’s suppliers
1. Take regular stock of their response to the basic needs of society and thus ensure that these needs are taken into account in
all policy-making decisions;
2. Do their best to ensure that the way they deploy their resources benefits society in
general and does not conflict with the reasonable needs and aspirations of the
communities in which they operate;
3. Pay proper regard to the environmental and social consequences of their business activity, with special attention to the duty of renewing resources where possible and minimizing waste and pollution and not sacrifice safety or efficiency in the interest
of short term profitability.
4. As corporate citizens make such contributions as their resources will allow,
to research, development, and application of indigenous technology, and
to the financing of social development.
6. Establish a policy allowing employees, within reasonable
limits, to contribute to the public and community service during the
work time;
7. Establish a policy regarding conflicts of interest based on the principle that decisions
should be made in the best interest of the business enterprise, and decision makers should be on their guard against allowing
personal considerations to distort their judgement; and
8. Not tolerate any form of illegal data gathering or any form of
inducement that tends to distort normal commercial judgement.
Definitions of Entrepreneurs
-The entrepreneur as the founder of an
enterprise
-The entrepreneur as a risk taker
-The entrepreneur as an innovator
The earliest conception of the entrepreneur in
classical economics is that he assembled the three
factors of production (LAND, LABOR and CAPITAL)
to form a business enterprise. The entrepreneur is
thus simply the founder of a new enterprise, and
he (Entrepreneur) was considered the fourth factor
of production.
The definition of the entrepreneur as a risk taker implies that
he must not only found the business but must assume the risk
in the venture by contributing something; (Capital), to it.
Under this second definition the entrepreneur is a risk taker
because he puts his capital into a business whose success is
never certain. Moreover, the CAPITAL which he invest need not
be seen only in terms of financial capital or other physical
assets but also in terms of the time and effort he devotes to
establish and manage the new venture.
The entrepreneur creates economic progress
essentially by innovating. These innovations,
which he called (New Combinations), disrupted
the existing market equilibrium and create new
industries or businesses.
The above three functions of founding, risk taking, and innovating provide us a more adequate way of thinking about entrepreneurship. In particular, the function of
innovation is an important aspect of entrepreneurship in our time. One does not contribute much to society if one simply duplicates other businesses which already exist.
The entrepreneurs who are awarded with the
greatest financial returns are those whose
businesses represent successful innovations- either
they market a new product or service not
previously available, or they provide old products
or services to the market in new and better ways.
With entrepreneurship as above defined, a
distinction is often made between the economic
function of entrepreneurs as against that of
business managers. In contemporary business
organizations however, the need for innovation as a
way of increasing the profitability of the firm
appears to be well recognized.
Quiz # 1 in Principles of Management
1. is to design and maintain an internal
environment in which people working together in
groups that can perform effectively and efficiently
towards the attainment of group goals. (1 pt)
4. This is the function of monitoring
performance and undertaking corrective actions
to ensure the attainment of predetermined
goals and objectives of the organization. (1pt)
5. It involves the recruitment, selection,
assignment, and development of the various
kinds of human resources required by the
organization. (1pt)
6. It involves the choice of the objectives to be
pursued, the means to achieve them, and
allocating the resources of the organization.
(1pt)
7. It involves identifying, subdividing, grouping,
and coordinating the various activities required
to achieve the objectives of the institution. (1pt)
8. This is the process of communicating with
and influencing subordinates towards the
achievement of organizational goals. (1pt)
9. In your own opinion, Why is high Quality
Management needed in the developing
countries today?
(4pts.)
11.
The Figurehead Role
Leadership Role
Liaison Role
12.
Monitor Role
Disseminator Role
Spokesperson Role
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