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 Organization
‡ An organization is a managed system
designed and operated to achieve a
specific set of objectives.

‡ A business Organization is consciously

and formally established to accomplish
certain goals that its members would be
unable to reach by themselves.
 Organization
‡ Business inputs typically are called
Y
Y
m e.g. human, financial, physical
and information resources.

‡ „Y
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Y
are the outputs of

the business.
 Objectives of a Business Organization

1. To make a profit for its owners

2. To furnish its customers with products

and services

3. To provide an income to its employees,

4. To increase the level of satisfaction for

everyone involved
 Ého Are Managers?

‡ Manager
± Someone who works with and through
other people by coordinating their work
activities in order to accomplish
organizational goals
 Éhat Is Management?

‡ Managerial Concerns
± Efficiency
‡ ³Doing things right´
± Getting the most output for
the least input
± Effectiveness
‡ ³Doing the right things´
± Attaining organizational
goals
 Efficiency and Effectiveness in
Management

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 An Effective Manager
An 
 Y is an    Y
who creates a positive work environment
in which the organization and its
employees have the opportunity and the
incentive to achieve high performance.

An 
 Y also utilizes all the
inputs of the organization to give
maximum output.
 An Effective Manager





  





 
 
  


 

 

 


 

 
 
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spend most of their time
mastering basic routines and deciding how
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Æeaders by Éarren Bennis and Burt Nanus
  
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The effective manager and an active
leader take initiative to:

‡ Explore new ideas, methods, products and

services
‡ Develop creative solutions to old problems
‡ Challenge employees to give their best
‡ Seek lone-term success for their
organization, their sub-ordinates and
themselves
 An Effective Manager
Remember the difference between a boss
and a leader;
a boss says "Go!" ±
a leader says "Æet's go!"
~E.M. Kelly
 

  

‡ A positive work environment exists when the

manager has done everything possible to
establish the conditions that encourage success
and to remove the causes of failure.

‡ The best managers structure their work units so

that employees have no alternative but high
performance.

‡ He concentrates on placing employees in such a

position that they are able and willing to achieve
success
 | Y
    „ Y Y


‡ Managers and employees must

understand their jobs thoroughly

‡ Understand the organization¶s current

status

‡ Sense of the future of their job, work unit

and organization.
 | Y
    „ Y Y


‡ Employees should have adequate training

and development
‡ They should have control over rational use
of resources
‡ Should have freedom and interpersonal
relationship
‡ Managers must seek ways to help their
subordinates to give best performance
 |   
    „ Y Y


‡ Must identify the factors that motivate

subordinates to give high performance
± Challenging job, good working environment,
rewards like pay rise, incentive, promotion
etc.

‡ Managers usually need to link the factors

that motivate employees to clear
objectives
 |   
    „ Y Y


‡ Éhen incentives and objectives are

consistent, the manager¶s message is very
simple:
± Everyone wins ± the employee, the manager
and the organization.

‡ Establishing these factors lead to the

teamwork characteristic of well-managed
and successful organizations.
 Management Functions
The key functions include

‡
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‡ 
  

All these functions are critical to success of any

manager and organization.

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‡ Planning is analyzing a situation,
determining the goals that will be pursued
in the future and deciding in advance the
actions that will be taken to achieve these
goals.
± From Entire Organization to every worker
± Æong term and short term

?  
‡ Managers are responsible for gathering
and analyzing the information on which
plans are based, setting goals that will be
achieved and deciding what needs to be
done.
 ?   ?

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‡ Organizing and Staffing, includes the
efforts of managers to assemble the
human, financial, physical and information
resources needed to complete the job

‡ To group coordinate employees, tasks and

resources for maximum success.
 ?
 
‡ Focuses on the manager¶s efforts to
stimulate high performance among
employees.

‡ This activity involves directing, motivating

and communicating with employees, both
at individuals and in groups.
 
  
‡ Comprehensive plans, solid organizations and
outstanding leaders do not guarantee a sure
road to success. As a result 
  , stresses
need for evaluation and change.

‡ The controlling function involves monitoring the

progress of the organization or the work unit
toward goals and

‡ Taking corrective measures and actions.

 Management Functions
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 Management Skills
‡ /are specific abilities that result from
knowledge, information, practice and
aptitude.

‡ Managers need many skills, but generally

they are divided into three categories;
± Technical Skills,
± Interpersonal and Communication Skills
± Conceptual and Decision Skills.
 Management Skills

‡ Éhen the key management functions

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   are performed in the presence
of these skills, the result is always a
positive and high performance work
environment
 Management Skills

 

   


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‡ Ability to perform a specialized task that
involves a certain method or process.

‡ For example, a musician learns to play the

basic technique of playing an instrument,
after practice and his IQ, he develops a
wonderful music that is good to the ears.
 |   ? 
‡ As a manager, you may have a set of
basic technical skills, but as you take up
bigger responsibilities, these skills give
you the background for new
responsibilities
 Ê

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‡ Influence the manager¶s ability to work

well with people.

‡ Often called human or people skills.

‡ Managers must develop their abilities to

lead, motivate and communicate
effectively with those around them.
 Ê

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‡ Vital for a successful management career.

‡ Not only essential but mandatory in an

organization.

‡ As one expert commented, ³In many

companies, the reason a manager fails is
not because he doesn¶t have technical
skills. It is because he lacks the people
skills.´
  

?    

‡ Involves the manager¶s ability:

± To recognize various issues,

± To examine the factors that influence these
problems and
± To resolve them for the benefit of the
organization and everyone concerned.
  

?    

‡ You must exercise their conceptual and

decision skills with increasing frequency.

‡ You must consider a larger and more

interrelated set of decision factors.

‡ Remember, experience plays a major part

in the development of Conceptual and
Decision Skills.
Management Æevels

  

|

  


  
 
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‡ Senior executives of an organization

‡ Responsible for its overall management.

‡ Focus on long-term issues and emphasize

the survival, growth, general efficiency and
effectiveness of the organization.
 
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‡ Titles as: Chairman of the Board,
Managing Director, Chief Executive
Officer, President or Vice President etc.

‡ Concerned primarily with the interaction

between the organization and its external
environment. They also set the major
goals and plans of the organization.
 
?
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According to a Fortune survey of 500 CEOs
of large organizations:
± 70 % work more than 55 hours per week.

± More than 70 % of their time is spent in

meetings and interacting with others.

± 60% attended Graduate school in business

and only 22% possess a graduate degree in
business.
 |?
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‡ Responsible for translating the general
goals and plans developed by strategic
managers into more specific objectives
and activities.

‡ Tactical Managers are often called middle

managers, because they are located
between the strategic and operational
managers.
 
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‡ A very important level of management

‡ They are lower-level managers who

supervise the operations of the
organization.

‡ Directly involved with non management

employees, implementing the specific
plans developed with tactical managers.
 
?
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‡ Their role is critical within the organization,
because they are the link between
management and non management
personnel.

‡ These managers often have titles as,

Supervisor, District Sales Manager, Field
Manager, Sales Manager, etc.
 Skills needed at different
Management levels

|


 
 


  
 
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 Universal Need for Management

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As a District Sales Manager, you must
learn the following:

‡ Manager as an ACTIVE ÆEADER

‡ Management Functions
‡ Management Skills
The best executive is the one who has
sense enough to pick good men to do
what he wants done, and self-restraint
enough to keep from meddling with them
while they do it.
~Theodore Roosevelt