CHAPTER 1

MANAGING IN TURBULENT TIMES

M A N A G E M E N T F U N D A M E N TA LS
ARE YOU READY TO BE A MANAGER?

High Priority Low Priority

1. Spend 50 percent or more of your time in the care

and feeding of people.
2. Make sure people understand that you are in control
of the department.
3. Use lunches to meet and network with peers in other
departments.
4. Implement the changes you believe will improve
department performance.
5. Spend as much time as possible talking with and
listening to subordinates.
6. Make sure jobs get out on time.
7. Reach out to your boss to discuss his expectations for
you and your department.
8. Make sure you set clear expectations and policies for
your department.
WHAT IS AN ORGANIZATION?

An organization is a socio - economic entity.

An organization is a collection of people to achieve some

common goals.
Organization is an open system.
Open system is a collection of interdependent and
interacting components working together to achieve
common goal.
WHAT IS AN OPEN SYSTEM?

• Interactive behavior of systems elements (input, process, output,

environment)are to form an integrated whole.
• Interactions among the elements take place within a flexible boundary.
• Elements interact and form an integrated whole to achieve some goals
common to all.
DEFINITION OF MANAGEMENT

Management is the attainment of organizational goals in an effective and efficient

manner through planning, organizing, leading, and controlling organizational
resources.
This definition holds two important ideas:

• Four functions of management - planning, organizing,

leading, and controlling.

• The attainment of organizational goals in an effective

and efficient manner.

Managers are executive function of the organization, responsible for building and
coordinating the entire system and right environment rather than performing
 W H Y M A N A G E M E N T I S I M P O R TA N T ?

Ever increasing A quest for better knowledge on Discipline of

Scarcity of handling resources Management
Resources

Increasing Social & A quest for better knowledge & Development of

Economic skills of competing Strategic aspects of
Competition Management

Cost Of Mistakes A quest for better knowledge & Development of

will be unbearable skills for perfection Quality aspects of
Management

Highly Dynamic A quest for better knowledge & Development of

Business World skills of coping with changes Dynamic & Learning
aspects of
Management
F U N C T I O N S O F M A N A G E M E N T

• Defining goals for • Assigning tasks,

future organizational grouping tasks
performance and into departments,
deciding on the tasks and allocating
and resources needed resources to
to attain them. Plannin Organizing departments.
g

Controllin
g Leading
• Monitoring employees’
activities, keeping the • Use of influence to
organization on track motivate employees
toward its goals, and to achieve the
making corrections as organization’s goals
needed.
TYPES AND SKILLS OF MANAGEMENT

Conceptual Skills
Top The cognitive ability to see the organization as a whole
Management and the relationships among its parts. Intellectual abilities of
managers to process information and to make accurate decisions,
Creative thinking and analytical thinking.
Human Skills
The ability to work with and
Middle Level through other people and to
Management work effectively as a group
member.
Technical Skills
The understanding of and
First Line proficiency in the performance of
Managers specific tasks. The ability of a
person to perform a given task .
Doing rather than thinking.

Non-Managers
MANAGERS ACCORDING TO THE LEVEL OF AUTHORITY

Types Common Titles Responsibilities

of
Manage
rs

Top Chief Executive Responsible for the management of overall organization. The ultimate
Manage Officer , responsibility lies with them and reporting to owners/ shareholders of
rs President, the company. Setting overall organizational goals, developing corporate
Vice President strategies & policies, monitoring the progress of the total organization.
Their decisions have major influence on the success or failure of the
overall organization.
Middle Plant Manager, Primarily responsible for implementing the policies and plans
Manage Operational developed. Responsible for supervising and coordinating activities of
rs Manager, lower level management. The decision making is confined to specific
Divisional Heads, section, function, division they are responsible.
Functional
Manager
First - Supervisors, Responsible for the supervision and coordination of the activities and
Line Assistant operating employees.
Manage Managers, Office
rs Managers
MANAGERIAL ROLES BY
MINTZBERG
CLASSIFICATION OF MANAGERIAL ROLES (CONT.)

Interpersonal Role

Role Description Activities

Figurehea Symbolic head who is obliged to perform a Greeting visitors, signing

d number of routine duties of a legal or legal documents
social nature
Leader Responsible for motivation and activation Performing virtually all
of subordinates, responsible for staffing, activities that involve
training and associated duties subordinates

Liaison Maintains self – developed network of Acknowledging mail, doing

outside contacts and informers who external board work,
provide favors and information performing other activities
that involve outsiders
C L A SS I F I C AT I O N O F M A N A G E R I A L R O L E S ( C O N T. )

Informational Role
Role Description Activities
Monitor Seeks and receives wide variety of special Reading periodicals and
information to develop thorough reports, maintain personal
understanding of organization and contacts.
environment, emerges as nerve center of
internal and external information about
organization.
Disseminator Transmit information received from Holding Informational
outsiders or from other subordinates to meetings, making phone calls
members of the organization. Some to relay information.
information is factual. Some involves
interpretation and integration of diverse
value positions of organizational
influencers.
Spokesperson Transmit information to outsiders on Holding board meetings, giving
organization's plans, policies, actions, information to the media.
results, etc., serves as expert on
C L A S S I F I C AT I O N O F M A N A G E R I A L R O L E S ( C O N T. )

Decisional Role
Role Description Activities

Entrepreneur Searches organization and its Organizing strategy and review

environment for opportunities and initials sessions to develop new programs.
improvement projects to bring about
change, supervises design of certain
projects as well.
Disturbance Responsible for corrective action when Organizing strategy and review
Handler organization faces important, unexpected sessions that involve disturbances
disturbances. and crisis.
Resource Responsible for allocation of Scheduling, requesting
Allocator organizational of all kinds – in effect , the authorization, performing any
making or approval of all significant activity that involves budgeting and
organizational decisions. the programming of the
subordinates.
Negotiator Responsible for representing the Participating in union contact
organization at major negotiations. negotiations.
TRANSFORMATION OF IDENTITY

From Individual To Manager Identity

Identity • Generalist, coordinate
• Specialists, perform diverse tasks
specific tasks • Getting things done
through others
• Gets things done
• A network builder
through own efforts
• An Individual actor
• Works in highly
interdependent
• Works relatively manner
independently
 T R A D I T I O N A L A P P R OA C H TO NEW COMPETENCIES

Management Principle

Overseeing Work From Controller To Enabler

Accompplishing Tasks From supervising individuals To leading teams

Managing Relationships From conflict and competition To conversation and collaboration

Leading From autocratic To dispersed and empowering

Designing From maintaining stability To mobilizing for change

Thank You