Gao Junshan, UST Beijing

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Managers and Management
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Where We Are
Chapter 1 Managers and management
Part 1 Introduction
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Chapter Guide

• Three starting concepts
• Nature of management
• Functional view on Management
• Managers role model
• Universality of management
• Skills and competencies of managers
• Management as a field of study
• Relevant disciplines to management
• Evolution of modern management practices
• Contemporary approaches on Management

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Define Organization
Starting concepts Organization
An organization is a systematic arrangement of
people to accomplish some specific purpose.
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Common Characteristics of Organizations
Starting concepts Organization
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Define Managers
Starting concepts Managers
Managers are individuals in an organization who
direct the activities of others. Operatives are
the people who work directly.
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The Levels of an Organization
Starting concepts Managers
Supervise Others
Work on Jobs
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Guidelines for Mentoring Others
Management skills Mentoring

• Communicate honestly and openly with your protégé
• Encourage honest and open communication from your
  protégé
• Treat the relationship with the protégé as a
  learning opportunity
• Take time to get to know your your protégé

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Define Management
Starting concepts management
The term management refers to the process of
getting things done effectively and efficiently,
through and with other people.
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Efficiency and Effectiveness
Starting concepts Management
Means Efficiency
Ends Effectiveness
Goals
G O A L A T T A I N M E M T
R E S O U R C E U S A G E
low waste
high attainment
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Nature of management Functional view
The Process of Management
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Planning
Nature of management Functional view

• Defining an organizations goals

Establishing strategy for achieving the goals
Developing a comprehensive hierarchies of plans
to integrate and coordinate activities
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Organizing
Nature of management Functional view
Determining What task to be done
Determining Who is to do them
Determining How the tasks are be grouped
Determining Who reports to whom
Determining Where decisions are to be made
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Leading
Nature of management Functional view
Motivating employees
Directing activities of others
Selecting effective communication channels
Resolving conflict among members
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Controlling
Nature of management Functional view

• Monitoring the organizations performance

Comparing actual performance with previous set
goals
Correcting any significant deviations
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Nature of management Role model
The Roles of Management The Mintzberg Studies
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Nature of management Role model
Interpersonal Roles
Formal Authority and Status
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Nature of management Role model
Informational Roles
Interpersonal Roles
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Nature of management Role model
Decisional Roles
Informational Roles
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Nature of management Role model
Is The ManagersJob Universal?
Size of the Organization
Level in the Organization
Profit Versus Non-Profit
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Nature of management Functional view
Time per Function by Organizational Level
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The Roles That Managers Play
Nature of management Universality
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Nature of management Universality
Contemporary Management Issues
Decision Making
Handling Change
National Borders
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Skills and competencies General skills
Interpersonal
Conceptual
General Management Skills
Technical
Political
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Managerial Skills at different levels of
Organization
Skills and competencies General skills
Top managers
Human Skills
Concept Skills
Technical Skills
Middle managers
First-line managers
Non managers
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Specific Management Skills
Skills and competencies Specific Skills

• Controlling the environment and resources
• Organizing and coordinating
• Handling information
• Growing and developing
• Handling conflicts and motivating employees
• Strategic problem solving

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Management Competencies
Skills and competencies MCI standards
Management Charter Initiative (MCI)

• Initiate and implement change and improvement
• Monitor, maintain, and improve delivery
• Monitor and control the use of resources
• Allocate resources effectively
• Recruit and select personnel

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Management Competencies
Skills and competencies MCI Standards
Management Charter Initiative (MCI)

• Develop teams, individuals, and self
• Plan, allocate, and evaluate work
• Create, maintain, and enhance relationships
• Seek, evaluate, and organize information
• Exchange business information

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Management As a Field of Study
Study management Its importance
The Importance of Management
The Study of Management
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Management and Other Disciplines
Study management Relevant disciplines

• Anthropology
• Economics
• Philosophy
• Psychology
• Sociology
• Political Science

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Historical Roots ofManagement Practice
Study management Historical development (see
History Model p28-40)

• Frederic Taylors Scientific management
• Max Webers Bureaucracy Theory
• Henri Fayols Principles of Management

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Historical Roots ofManagement Practice
Study management Historical development (see
History Model p28-40)

• Hawthorne Studies and Human Relation Movement
• The Quantitative Approaches and Management Science

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Process Approach
Study management Modern approaches (see History
Model p41)

• 1920s (Henri Fayol) Plan, Organize, Command,
  Coordinate, Control
• 1950s (Harold Koontz) Planning, Organizing,
  Staffing, Directing, Controlling
• 1990s (Stephen Robbins) Planning, Organizing,
  Leading, Controlling

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Process Approach
Study management Modern approaches (see History
Model p41)
Organizing Determining what needs to be done, and
who is to do it.
Planning Defining goals, establishing strategy,
and developing subplans to coordinate activities
Leading Directing and motivating all involved
parties and resolving conflicts
Achieving the organization's stated purpose
Controlling Monitoring activities to ensure that
they are accomplished as planned
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Systems Approach
Study management Modern approaches (see History
Model p41)

• System A set of interrelated and interdependent
  parts arranged in a manner that produces a
  unified whole.
• Environment and system System interact with the
  environment by exchanging materials, energy and
  information.
• System view on management Organizations do not
  operate in isolation, their survival and growth
  often depends on successful interactions with the
  external environment.

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Systems Approach
Study management Modern approaches (see History
Model p41)
Global
Public Pressure Groups
Suppliers
Political
Economic
The Organization
Customers
Government
Competitors
Labor Unions
Social
Technological
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Contingency Approach
Study management Modern approaches (see History
Model p42)

• What is the best way to management ?
• .... It all depends.
• What it depends on ?
• .... It depends Contingency factors or
  contingency variables.
• What are contingency variables ?
• .... You can get hundreds of them.

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Contingency Approach
Study management Modern approaches (see History
Model p42)
Environmental Uncertainty
Organization Size
Effective Management
Routineness of Task Technology
Individual Differences
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Chapter Summary

• Managers vs. operative employees
• Meaning of management
• Efficiency and effectiveness
• Four primary management processes
• Three levels of managers

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Chapter Summary

• Essential roles of managers
• Generic character of the managers job
• Skills of successful managers
• Value of studying management
• Relevant Disciplines to management

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Chapter Summary

• Prominent early contributors
• Hawthorne studies
• Process approach
• System approach
• Contingency approach