managers and organizations

8/9/2019 Managers and Organizations

1/45

MANAGERS ANDORGANIZATIONS


2/45

Organization

An organization is a managed system

designed and operated to achieve a

specific set of objectives.

A business Organization is consciously

and formally established to accomplish

certain goals that its members would beunable to reach by themselves.


3/45

Organization

Business inputs typically are called

resources, e.g. human, financial, physical

and information resources.

Products andservices are the outputs of

the business.


4/45

Objectives of a Business Organization

1. To make a profit for its owners

2. To furnish its customers with productsand services

3. To provide an income to its employees,

4. To increase the level of satisfaction foreveryone involved


5/45

Who Are Managers?

Manager

Someone who works with and through

other people by coordinating their work

activities in order to accomplish

organizational goals


6/45

What Is Management?

Managerial Concerns

Efficiency

Doing things right Getting the most output forthe least input

Effectiveness

Doing the right things

Attaining organizationalgoals


7/45

Efficiency and Effectiveness in

Management

GoalAttainment

Effectiveness (Ends)

ResourceUsage

Management Strives for:Low Resource Waste (high efficiency)

High Goal Attainment (high effectiveness)

Efficiency (Means)

Low Waste High Attainment


8/45

An Effective Manager

An effective manageris an active leaderwho creates a positive work environmentin which the organization and its

employees have the opportunity and theincentive to achieve high performance.

An effective manageralso utilizes all the

inputs of the organization to givemaximum output.


9/45


Active

Leader

Effective

Manager

Provides incentive

to achieve high

performance

Creates positive

work environment

Produces

opportunity to

achieve high

performance


10/45

Active Leader

Managers spend most of their time

mastering basic routines and deciding how

to do things right.

Leaders, in contrast use vision and

judgment to create and to do theright

things.Leaders by Warren Bennis and Burt Nanus


11/45

An Effective Manageris

a good Leader

The effective manager and an activeleader take initiative to:

Explore new ideas, methods, products andservices

Develop creative solutions to old problems

Challenge employees to give their best Seek lone-term success for their

organization, their sub-ordinates andthemselves


12/45


Remember the difference between a bossand a leader;

a boss says "Go!"

a leader says "Let's go!"

~E.M. Kelly


13/45

A Positive WorkEnvironment

A positive work environment exists when themanager has done everything possible toestablish the conditions that encourage successand to remove the causes of failure.

The best managers structure their work units sothat employees have no alternative but highperformance.

He concentrates on placing employees in such aposition that they are able and willing to achievesuccess


14/45

The Opportunity to

Achieve HighPerformance

Managers and employees must

understand their jobs thoroughly

Understand the organizations current

status

Sense of the future of their job, work unit

and organization.


15/45

The Opportunity to


Employees should have adequate training

and development

They should have control over rational use

of resources

Should have freedom and interpersonal

relationship

Managers must seek ways to help theirsubordinates to give best performance


16/45

The Incentive to


Must identify the factors that motivate

subordinates to give high performance

Challenging job, good working environment,

rewards like pay rise, incentive, promotionetc.

Managers usually need to link the factorsthat motivate employees to clear

objectives


17/45

The Incentive to


When incentives and objectives areconsistent, the managers message is verysimple:

Everyone wins the employee, the managerand the organization.

Establishing these factors lead to the

teamwork characteristic of well-managedand successful organizations.


18/45

Management Functions

The key functions include

Planning,

Organizing & Staffing, Leading and

Controlling

All these functions are critical to success of anymanager and organization.


19/45

Planning

Planning is analyzing a situation,

determining the goals that will be pursued

in the future and deciding in advance the

actions that will be taken to achieve thesegoals.

From Entire Organization to every worker

Long term and short term


20/45

Planning

Managers are responsible for gathering

and analyzing the information on which

plans are based, setting goals that will be

achieved and deciding what needs to bedone.


21/45

Organizing and Staffing

Organizing and Staffing, includes the

efforts of managers to assemble the

human, financial, physical and information

resources needed to complete the job

To group coordinate employees, tasks and

resources for maximum success.


22/45

Leading

Focuses on the managers efforts to

stimulate high performance among

employees.

This activity involves directing, motivating

and communicating with employees, both

at individuals and in groups.


23/45

Controlling

Comprehensive plans, solid organizations andoutstanding leaders do not guarantee a sureroad to success. As a result controlling, stressesneed for evaluation and change.

The controlling function involves monitoring theprogress of the organization or the work unittoward goals and

Taking corrective measures and actions.


24/45


PlanningLead to

Organizing Leading Controlling

Defining goals,

establishing

strategy, and

developingsub-plans to

coordinate

activities

Determining

what needs to

be done, how

it will be doneand who will

do it

Directing and

motivating all

involved

parties andresolving

conflicts

Monitoring

activities to

ensure that

they areaccomplished

as planned

Achieving the

organizationsstated purpose


25/45


Leading

MotivationLeadership

Communication

Individual and

Group Behavior

Planning

Goals

Objectives

Strategies

Plans

Organizing

Structure

Human Resource

Management

Controlling

Standards

Measurement

Comparison

Actions


26/45

Management Skills

Skills are specific abilities that result from

knowledge, information, practice and

aptitude.

Managers need many skills, but generally

they are divided into three categories;

Technical Skills, Interpersonal and Communication Skills

Conceptual and Decision Skills.


27/45

Management Skills

When the key management functions(Planning, Organizing & S taffing, Leading and

Controlling) are performed in the presenceof these skills, the result is always a

positive and high performance work

environment


28/45

Management Skills

Management skills

Technical

Interpersonal and

communication

Conceptual and Decision


Planning

Organizing and Staffing

Leading

Controlling

Positive, High performance work

environment


29/45

Technical Skill

Ability to perform a specialized task that

involves a certain method or process.

For example, a musician learns to play the

basic technique of playing an instrument,

after practice and his IQ, he develops a

wonderful music that is good to the ears.


30/45

Technical Skill

As a manager, you may have a set of

basic technical skills, but as you take up

bigger responsibilities, these skills give

you the background for newresponsibilities


31/45

Interpersonal & Communication Skills

Influence the managers ability to work

well with people.

Often called human or people skills.

Managers must develop their abilities to

lead, motivate and communicate

effectively with those around them.


32/45

Interpersonal & Communication Skills

Vital for a successful management career.

Not only essential but mandatory in an

organization.

As one expert commented, In many

companies, the reason a manager fails isnot because he doesnt have technicalskills. It is because he lacks the peopleskills.


33/45

Conceptual & Decision Skills

Involves the managers ability:

To recognize various issues,

To examine the factors that influence these

problems and

To resolve them for the benefit of the

organization and everyone concerned.


34/45

Conceptual & Decision Skills

You must exercise their conceptual and

decision skills with increasing frequency.

You must consider a larger and more

interrelated set of decision factors.

Remember, experience plays a major part

in the development of Conceptual and

Decision Skills.


35/45

Management Levels

StrategicStrategic

Tactical ManagersTactical Managers

Operational ManagersOperational Managers


36/45

StrategicManagers

Senior executives of an organization

Responsible for its overall management.

Focus on long-term issues and emphasizethe survival, growth, general efficiency and

effectiveness of the organization.


37/45

StrategicManagers

Titles as: Chairman of the Board,Managing Director, Chief ExecutiveOfficer, President or Vice President etc.

Concerned primarily with the interactionbetween the organization and its externalenvironment. They also set the major

goals and plans of the organization.


38/45

StrategicManagers

According to a Fortune survey of 500 CEOs

of large organizations:

70 % work more than 55 hours per week.

More than 70 % of their time is spent in

meetings and interacting with others.

60% attended Graduate school in business

and only 22% possess a graduate degree in

business.


39/45

Tactical Managers

Responsible for translating the general

goals and plans developed by strategic

managers into more specific objectives

and activities.

Tactical Managers are often called middle

managers, because they are locatedbetween the strategic and operational

managers.


40/45

Operational Managers

A very important level of management

They are lower-level managers who

supervise the operations of the

organization.

Directly involved with non managementemployees, implementing the specific

plans developed with tactical managers.


41/45

Operational Managers

Their role is critical within the organization,

because they are the link between

management and non management

personnel.

These managers often have titles as,

Supervisor, District Sales Manager, FieldManager, Sales Manager, etc.


42/45

Skills needed at different

Management levels

TopManager

Mi leManager

ower-level

Manager

I portance

Concept alill

anSkill

TechnicalSkill


43/45

Universal Need for Management

All Sizes of Organizations

Small Large

All Types of Organizations

Profit Not-for-Profit

All Organization Levels

Bottom Top

ManagementIs Needed

in...

All Organizational Areas

Manufacturing Marketing

Human Resources

Information Systems

Accounting


44/45

DistrictSales Manager

As a District Sales Manager, you must

learn the following:

Manager as an ACTIVE LEADER


Management Skills


45/45

The best executive is the one who has

sense enough to pick good men to do

what he wants done, and self-restraint

enough to keep from meddling with themwhile they do it.

~Theodore Roosevelt

managers and organizations

Documents