2. TOPICS TO BE COVERED:
ORGANISATION
MANAGEMENT FUNCTIONS
MINTZBERG’S MANAGERIAL ROLES
3. ORGANIZATION
WHAT IS AN ORGANIZATION?
Allen defines the term “Organization as the process of identifying and
grouping of the work to be performed, defining and delegating
responsibility and authority and establishing relationships for the purpose
of enabling people to work most effectively together in accomplishing their
objective.”
BASIC KIND OF RESOURCES USED BY AN ORGANIZATION:
Human Resources
Financial Resources
Physical Resources
4. MANAGEMENT
WHAT IS MANGEMENT?
According to F.W.Taylor, “Management is an art of knowing what is to be done and seeing that
it is done in the best possible manner”
According to Henry Fayol,” Management is to forecast, to plan, to organize, to command, to
coordinate and control activities of others.”
Management is a critical element in the economic growth of a country.
Management is the dynamic, life giving element in every organization.
It is this element that coordinates current organizational activities and plans future ones.
It arbitrates disputes and provides leadership.
It adapts the organization to its environment and often shapes the environment to make it
more suitable to the organization.
5. Every Organization needs Management for every level be it
AN ORGANIZATION
OR
BIG ORGANIZATION
LIKE
COLLEGES/BUSINESS HOUSES
6. WHO IS A MANAGER?
•A manager is an expert in his or her field and is a support system for employees.
•Managers work within a business and work together as a team to achieve company goals.
•It is vital for managers to delegate responsibilities to employees and assist them if they need help.
FUNCTIONS OF A MANAGER:
(a) Motivate people and bring out the best in them which in most cases are wonderful
innovative business ideas.
(b) Supervise the activities of others as part of the directing function of management
(c) Co-ordinate the activities of other resources to ensure that suboptimal decisions are avoided while
working towards a common objective of the company
(d) Providing feedback to both the owners of the business and workers in the business.
7. MANAGEMENT PROCESSES
• The management process consists of four primary
functions that managers must perform: planning,
organizing, leading, and controlling.
• It is important to realize that the management process is
not always linear.
• It does not always start with planning and continue
through each step until organizational goals are achieved
because it is not possible to plan for every problem the
organization will face.
• As the management process proceeds, changes and
modifications are made when unforeseen events arise.
• Managers make sure the necessary changes are
implemented and that the unity and integrity of the
entire process is maintained.
8. MANAGEMENT PROCESS
This P-O-L-C framework provides useful guidance into what the ideal job of a manager should look
like. The P-O-L-C functions of management still provide a very useful way of classifying the activities
managers engage in as they attempt to achieve organizational goals.
9. PLANNING ORGANIZING LEADING CONTROLLING
Planning is the
function of
management that
involves setting
objectives and
determining a course of
action for achieving
those objectives.
Planning requires that
managers be aware of
environmental
conditions facing their
organization and
forecast future
conditions.
It also requires that
managers be good
decision makers.
Organizing is the function
of management that
involves developing an
organizational structure
and allocating human
resources to ensure the
accomplishment of
objectives.
The structure of the
organization is the
framework within which
effort is coordinated.
The structure is usually
represented by an
organization chart, which
provides a graphic
representation of the
chain of command within
an organization.
Leading involves the
social and informal
sources of influence that
you use to inspire action
taken by others.
If managers are effective
leaders, their
subordinates will be
enthusiastic about
exerting effort to attain
organizational objectives.
The behavioral sciences
have made many
contributions to
understanding this
function of management.
Controlling involves
ensuring that
performance does not
deviate from standards.
Controlling consists of
three steps, which
include
(1) establishing
performance standards,
(2) comparing actual
performance against
standards, and
(3) taking corrective action
when necessary.
10. MANAGEMENT OF ORGANIZATIONAL
RESOURCES
In any organization there is the need to utilize
available resources for better performance.
The term, management of organizational
resources, refers to proper utilization of such
resources as assets, information, human and
financial resources.
Many organizations fail to reach their set targets
due to lack of proper management of these
resources.
With more emphasis on empowerment,
listening, delegation, and teamwork, workers in
organizations are given greater value.
11. MANAGEMENT LEVELS AND SKILLS
SKILLS OF MANAGEMENT
1. CONCEPTUAL SKILLS:
Conceptual skills consists of the ability to
see the whole organization and the inter-relationship
between its parts.
2. HUMAN SKILLS:
Human skills consists of the ability to work
effectively with other people both as individuals and
as members of a group.
3. TECHNICAL SKILLS:
Technical skills refer to the ability and
knowledge in using the equipment, technique and
procedures involved in performing specific tasks.
12. MANAGEMENT LEVELS AND SKILLS
LEVELS OF MANAGEMENT
TOP LEVEL MANAGEMENT MIDDLE LEVEL MANAGEMENT OPERATIONAL LEVEL
MANAGEMENT
Manages overall
organization.
Set goals.
Make strategies.
Represent to external
environment.
Manages link between top
level and lower level.
Acts as a communicator.
Implement policies.
Keep an eye on lower
level.
First line managers.
Give supervision.
Helps in coordination.
Provides training.
Evaluate the performance.
Plan day to day operations.
13. MINTZBERG’S MANAGERIAL ROLES
The Canadian management expert Henry Mintzberg is an authority in the field
of organizational structures and organizational design.
He has written many business books on various organizational management theories. Henry
Mintzberg distinguishes ten key managerial roles that managers and executives fulfil.
These Mintzberg Managerial Roles are subsequently divided up into three categories: the
interpersonal category, the informational category and the decisional category.
Mintzberg published his Ten Management Roles in his book, "Mintzberg on
Management: Inside our Strange World of Organizations," in 1990.
15. INTERPERSONAL ROLES
The managerial roles in this category involve providing information and
ideas:
1.Figurehead – As a manager, you have social, ceremonial and legal
responsibilities. You're expected to be a source of inspiration. People look
up to you as a person with authority, and as a figurehead.
2.Leader – This is where you provide leadership for your team, your
department or perhaps your entire organization; and it's where you manage
the performance and responsibilities of everyone in the group.
3.Liaison – Managers must communicate with internal and external
contacts. You need to be able to network effectively on behalf of your
organization.
16. INFORMATIONAL ROLES
The managerial roles in this category involve processing information:
1.Monitor – In this role, you regularly seek out information related to your
organization and industry, looking for relevant changes in the
environment. You also monitor your team, in terms of both their
productivity, and their well-being.
2.Disseminator – This is where you communicate potentially useful
information to your colleagues and your team.
3.Spokesperson – Managers represent and speak for their organization.
In this role, you're responsible for transmitting information about your
organization and its goals to the people outside it.
17. DECISIONAL ROLES
The managerial roles in this category involve using information:
1.Entrepreneur – As a manager, you create and control change within
the organization. This means solving problems, generating new ideas,
and implementing them.
2.Disturbance Handler – When an organization or team hits an
unexpected roadblock, it's the manager who must take charge. You
also need to help mediate disputes within it.
3.Resource Allocator – You'll also need to determine where
organizational resources are best applied. This involves allocating
funding, as well as assigning staff and other organizational resources.
4.Negotiator – You may be needed to take part in, and direct,
important negotiations within your team, department, or organization.
