Fundamentals of Management

Managers and Management

Who Will be Managers And Where Carry out They Function?


A systematic arrangement of people brought together to accomplish several specific purpose; applies to every organizations.

Common Characteristics of Organizations

 

Distinctive purpose and goals People Systematic structure

3 characteristics

Structure Persons




Distinct Purpose

Planned Structure


People Distinctions


People who work on a job or task and have no responsibility for managing the work of others. Individuals within an organization whom direct the actions of others.


Identifying Managers

First-line Managers

Supervisors responsible for directing the day-today activities of surgical employees Individuals at amounts of management between the first-line supervisor and top rated management Individuals who are responsible for making decisions about the course of the firm and developing policies that affect most organizational members

Midsection Managers

Top rated Managers

Top Managers Middle Managers First-Line Managers non-managerial Workers (Operatives)



The process of obtaining things done, effectively and efficiently, through and with other people Productivity 

Carrying out the task (thing) correctly; refers to the relationship between inputs and outputs; seeks to minimize source costs Performing the right task (things); goal attainment


Efficiency (Means) Resource Usage

Effectiveness (Ends) Goal Achievement High Achievement

Low Spend

Management Aims for: Low Resource Waste materials (high efficiency) High Objective Attainment (high effectiveness)

Productivity, Effectiveness and Performance

EFFICIENCY LOW H We E G F H F At the C To I Sixth is v E In E M S O S Watts HIGH

Low efficiency/high performance -right desired goals, poor utilization of resources -right product, high price Low efficiency/Low effectiveness -poor goals, poor use of solutions -unwanted merchandise, high price

Large efficiency/High success -right goals, right make use of resources -right product, correct price Substantial efficiency/low effectiveness -poor goals, good utilization of resources -unwanted product

Supervision Processes


Includes identifying goals, building strategy, and developing programs to synchronize activities Contains determining what tasks to become done, who is to do all of them, how the tasks are to be grouped, who reports to whom, and where decisions are to be built


Managing Processes (cont'd)


Involves motivating personnel, directing the actions of others, selecting the most effective conversation channel, and resolving conflicts The process of monitoring performance, comparing it with goals, and correcting any kind of significant deviations


Organizing Defining desired goals, establishing strategy, and growing subplans to coordinate actions

Organizing Determining what should be done, just how it will be carried out, and that is to do it

Leading Directing and motivating all involved get-togethers and managing conflicts


Lead to

Monitoring activities to ensure that they are completed as designed

Achieving the Company stated goal

The Process of Management





Is The Manager's Job Widespread?

Level in the Firm

Do managers manage differently based on where they are really in the firm? Is handling in a business enterprise distinct from managing in a noncommercial corporation? Does the size of an organization affect how managers function in the organization?

Profit compared to Not-for-profit

Scale Organization

Is The Manager's Job General? (cont'd)

Management Principles and Countrywide Borders

Is management the same in every economic, cultural, social and...


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