Principles of Management

1
Chapter 1

• Principles of Management
• Dr. Adekola

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What is Management?

• Management Is... Getting work done through others
• Managers are concerned with efficiency and
  effectiveness.
• Management is a complex process of facilitating
  the efforts of people to attain meaningful
  personal AND organizational results without waste.

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Management Functions

• Old
• Planning
• Organizing
• Leading
• Controlling

• New
• Making things happen
• Meeting the competition
• Organizing people, projects, and processes
• Leading

Adapted from Figure 1.1
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Making Things Happen

• Determining what you want to accomplish.
• Planning how to achieve those goals.
• Gathering and managing the information needed to
  make good decisions.
• Controlling performance.

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Meeting the Competition

• Consider the threat from international
  competitors
• Have a well-thought-out competitive strategy
• Be able to embrace change and foster new product
  and service ideas
• Structure their organizations to quickly adapt to
  changing customers and competitors

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Organizing People, Projects, and Processes

• Organizing is the traditional management function
  that refers to deciding where decisions will be
  made, who will do what jobs and tasks, and who
  will work for whom.

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Leading

• Motivation
• Inspiration
• Communication
• Perspiration

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What Do Managers Do?

• Top managers
• Middle managers
• First-line managers
• Team leaders
• (See fig. 1.2 pg. 12)

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Top Managers

• Responsible for
• Creating a context for change
• Developing attitudes of commitment and ownership
  in employees
• Creating a positive organizational culture
  through language and action
• Monitoring their business environments

10
Middle Managers responsible for

• Planning and allocating resources to meet
  objectives.
• Coordinating and linking groups, departments, and
  divisions.
• Monitoring and managing the performance of the
  subunits and individual managers who report to
  them.

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First-line Managers responsible for

• Managing the performance of entry-level
  employees.
• Teaching entry-level employees how to do their
  jobs.

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Team Leaders

• Responsible for
• Facilitating team performance
• Managing external relationships
• Internal team relationships

13
Managerial Roles
Interpersonal -communicating Figurehead Leader Lia
ison
Informational -gathering sharing
info Monitor Disseminator Spokesperson.
Decisional -supporting decision
process entrepreneur disturbance handler resource
allocator negotiator
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Meta-analysis

• Meta-analysis refers to a study of studies that
  often shows the conditions under which management
  techniques may work better or worse in the real
  world.

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What Companies Look For in Managers

• Technical skills
• Specialized knowledge
• Human skills
• Ability to work with others
• Conceptual skill
• Ability to see the organization as whole
• Motivation to manage
• A desire to be in charge

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Human Skills
Technical Skills
Motivation to Manage
Conceptual Skills
Low Importance
High Importance
Adapted from Figure 1.4
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Mistakes Managers Make

• Insensitive to others
• Cold, aloof, and/or arrogant
• Betraying a trust
• Overly ambitious
• Performance problems with the business

Adapted from Table 1.1
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Mistakes Managers Make (Contd)

• Overmanaging unable to delegate or build a team
• Unable to staff effectively
• Unable to think strategically
• Unable to adapt to boss with different style
• Overdependent on advocate or mentor

Adapted from Table 1.1
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First-year Management Transition
Adapted from Table 1.2
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The Transition to Management

• Initial assumptions
• Exercise formal authority
• Managing tasks not people
• Help employees do their jobs
• Hire and fire

• Reality
• Cannot be bossy
• Manage people not tasks
• Coach employee performance
• Fast pace, heavy workload