Vous êtes sur la page 1sur 2

MANAORG

Management (DYCK/NEUBERT)
Chapter 1: Introduction to Management
Why Study Management?
- It creates job opportunities for you by
allowing
you
to
develop
the
conceptual skills that you will need if
you ever want to be a manager.
- Improves your job satisfaction because
it helps you understand your own
managers
better
and
thereby
increases the likelihood youll get
along with them.
- Enables self-knowledge by better
understanding the organizational and
social forces that influences who we
are. Management is needed in all
types of organizations.
- Enables self-understanding to how
various organizations you come into
contact with are managed.
- Help you develop a rich understanding
of how different approaches to
management are based on different
set values.
Important Managerial Skills
- Technical Skills- expertise in a
particular area. Marketing, Accounting,
finance, human resources etc.
- Human Skills- ability to work well
with people and groups, and include
skills
in
leadership,
motivation,
communication and conflict resolution
- Conceptual Skills- ability to think
about complex and broad organization
issues.
Types of Managers
- First-Line Supervisors- manage the
work of employees who are involved in
the actual production or creation of an
organizations product or services.
- Middle Managers- manage the firstline managers and others.
- Top Managers- have organizationwide managerial responsibilities. (CEO,
Board chairs etc.)
What is Management?
-

Managementthe
process
of
planning, organizing, leading, and
controlling
human
and
other
organizational resources in order to
effectively
achieve
organizational
goals.
Organizationa
goal
directed,
deliberately
structured
group
of
people working together to achieve
results.

Managerial Roles (Mintzberg)- managers


play a variety of roles in the drama of
organizational life.
- Interpersonal Roles- leader, liaison,
figurehead.
- Decisional Roles- Resource allocator,
negotiator,
entrepreneur,
crisis
handler
- Informational
RolesMonitor,
disseminator and spokesperson

Functions of Management (FAYOL)


- Planning- means identifying an
organizations goals and strategies
and
allocating
the
appropriate
organizational resources required to
achieve them.
- Organizing- means ensuring that
tasks have been assigned and a
structure
of
organizational
relationships created to facilitate
meeting organizational goals.
- Leading- means relating with others
so that their work efforts result in the
achievement of organizational goals.
Most visible and the face
of
management.
- Controlling- means ensuring that the
actions of organizational members are
consistent with the organizations
values and standards.
FAYOL-MINTZBERG
Planningentrepreneur,
negotiator,
spokesperson
Organizing- Resource allocator
Leading- leader, liaison, disseminator
Controllingmonitor,
crisis
handler,
figurehead.
Effective Management
-Effectivenesschoosing
the
right
organizational goals to pursue. DOING THE
RIGHT THINGS.
Efficiency- the level of output that is
achieved with a given level of inputs. DOING
THINGS RIGHT
Outputs- goods, services and other
Resources that an organization
puts into an environment
Inputshuman,
material
and
information
Resources takes in from the
environment
Mainstream
and
Multistream
Approaches
- Mainstream
Managementemphasizes
materialism
and
individualism.
- effective management is about
maximizing productivity, profitability
and
competitiveness.
- self- interest serves organizational
needs.
MAINSTREA
M
MANAGEME
NT

PLANNING
ORGANIZIN
G

APPROACH
The process of planning,
organizing,
leading
and
controlling with the aim of
achieving goals efficiently
and
effectively.
Maximize productivity via
self-interest
Measurable goals, rationallydesigned strategies.
Centralizationauthority
people
at
different
organizational structures.
Specializationdividing
complex task to simpler task.
Standardizationcoordination
across

LEADING

CONTROLLI
NG

organizational members.
Motivate others to achieve a
certain goal. Strong desire to
lead
and
achieve
with
confidence.
Instrumental Skills- to get
people to meet your own
interest or the interest of the
organization.
Ensuring that members do
what they are supposed to
do.
Value Chain- sequence of
activities needed to convert
an organizations input
Information
Systemshelps to identify, collect,
organize, and disseminate
information.
Bureaucratic
Controlrules, policies, regulations
are used to control the
behavior of members
Market Control- evident
when competition is used to
control the behavior of
organizational members.
Clan
Controlshared
values,
norms
and
expectations are used to
control the behavior of
members.

Multistream
Managementcharacterized by the multiple forms of
well being for multiple stakeholders.
- Effective management is about
working with stakeholders towards
creating a balance among multiple
forms
of
well
being.

MULTISTREA
M
MANAGEME
NT

APPROACH

MAX WEBER- individualism versus


materialism.
Adam Smith- invisible hand attached
to a virtuous arm. The good of the
community is assured when all
individuals are permitted to pursue
their own self interest goals.
Aristotlemaximizing
peoples
happiness through: four cardinal
virtues: Practical wisdom, self-control,
courage and justice.