Introduction to Management

1. Introduction to Management

2. Objectives • Identify the functions of management. • Describe how the functions of management have evolved over time. • Explain the nature of management at different organizational levels. • Describe the needs that are needed in order to be an effective manager.

3. Management • The process of reaching organizational goals by working with people and other resources. • Must focus on reaching organizational goals, and they should use their resources to accomplish those goals.

4. THE FUNCTIONS OF MANAGEMENT Introduction to Management

5. Four Functions of Management • Planning • Organizing • Leading • Controlling

6. Planning • Determining the organizational goals and how to achieve them. • Outlines how to be successful • Selecting the best course of action to reach success

7. Organizing • Assigning tasks to various individuals or groups • Puts the plan into action • Allocating work assignments that contribute to achieving the goals • Primary way to activate the plan

8. Leading • Guiding the activities of the organization’s members • Motivating and directing • Effective communication

9. Controlling • Making things happen as planned • Continuing process of monitoring the progress being made by your workers • Gathering information and measuring performance • Performance must be measured against some standard

10. Effectively and Efficiently • Strategic approach • Each decision should be aligned with the goals of the organization • Effectively – successfully • Efficiently – using as few resources as possible

11. MANAGEMENT LEVELS Introduction to Management

12. Leadership vs. Management LEADERSHIP MANAGEMENT • Guiding the behavior of others. • Accomplishing something through people. • Model behavior • More concerned with all the other resources available to them. • Managers must bring all resources together to accomplish their goals.

13. Levels of Management • Top-level • Middle-level • Lower-level

14. Top-level Managers • Develops the ‘big picture’ • Vision, mission, strategies • Executives (CEO, CFO, COO) • Increasingly assuming leadership roles

15. Middle-level Managers • In charge of the implementation of the strategies formulated by the top-level managers. • Department head, division head, district manager, regional manager, etc. • Create more specific goals (short-term) and business plans for the lower-level managers

16. Lower-level Managers • Directly supervise non-manager employees • Limited policy-making authority • Make short-term decisions • Sales manager, store manager, etc. • Entry-level management roles

17. MANAGEMENT THEORIES Introduction to Management

18. 1. The Classical Approach • First concentrated effort to study management • Management is focused on managing the total organization and finding the best way to accomplish a task • First to identify functions of management

19. 2. The Behavioral Approach • Management strives to increase production by understanding the people • Adapting the organization to the people

20. 3. Management by Objectives • Manager and subordinate would get together and set goals for the subordinate • Goal achievement would be a factor in evaluating the subordinate’s job performance.

21. Theory X and Y • Involved assumptions managers would make about people. • If a manager used Theory X, he felt that his workers were lazy, lacked initiative and disliked work. • Theory Y referred to workers that were full of initiative, self-directed and committed to the organization.