Objectives

2. Objectives 1. An understanding of the importance of management to society and individuals 2. An understanding of the role of management 3. An ability to define management in several different ways 4. An ability to list and define the basic functions of management 5. Working definitions of managerial effectiveness and managerial efficiency

3. The Importance of Management • Managers influence all phases of modern organizations.

4. The Importance of Management Influences all phases of an organization Operations Markets Workforce

5. The Management Task • In addition to understanding the significance of managerial work to themselves and society and its related benefits, prospective managers need to know what the management task entails. • To the society: • Our society couldn’t exist or improve without managers guiding its organizations • Effective management is the main source of developed countries, and the most needed source of developing ones

6. The Management Task • Managers come from varying backgrounds • To themselves (the managers): • Managerial positions can yield: • High salaries • Status • Interesting work • Personal growth • Intense feeling of accomplishment

7. The Management Task

8. The Management Task

9. The Management Task • Top managers and CEOs Salaries (or compensations) should be determined by how much value they add to the company. The more value they add, the more compensation they deserve. • The 20 highest-paid European executives make only a third as much as the 20 highest-pain American executives.

10. The Role of Management • The role of managers is to guide organizations toward goal accomplishment. • All organizations exist for certain purposes or goals • Because the process of management emphasizes the achievement of goals, managers must keep organizational goals in mind at all times.

11. Defining Management • The term “Management” can be used in different ways. It can be defined as: • The process that managers follow in order to accomplish organizational goals • A body of knowledge • A cumulative body of information that furnishes insights on how to manage • The individuals who guide and direct organizations • A career devoted to the task of guiding and directing organizations

12. Defining Management • Most commonly used definition in this book: • Management: is the process of reaching organizational goals by working with and through people and other organizational resources. • A broad agreement that management encompasses the following three main characteristics: • It is a process or series of continuing and related activities. • It involves and concentrates on reaching organizational goals. • It reaches these goals by working with and through people and other organizational resources.

13. The Management Process: Management Functions • The four basic management functions/activities that make up the management process are: • Planning • Organizing • Influencing • Controlling

14. Basic Management Functions: 1. Planning • Planning: planning involves choosing tasks that must be performed to attain organizational goals, outlining how the tasks must be performed, and indicating when they should be performed. • Planning is essential to getting the “right” things done. • Planning is concerned with organizational success in short and long term

15. Basic Management Functions: 2. Organizing • Organizing: organizing can be thought of as assigning the tasks developed under the planning function to various individuals or groups within the organization. • It is a mechanism to put plans into action. • It includes determining tasks and groupings of work, in an adaptable and flexible way to meet challenges as circumstances change. • Tasks are organized so that the output of individuals contributes to the success of departments, which, in turn, contributes to the success of divisions, which ultimately contributes to the success of the organization.

16. Basic Management Functions: 3. Influencing • Influencing (motivating - leading – directing – actuating): is guiding the activities of organization members in appropriate directions. It is concerned primarily with people within organizations. • An appropriate direction is any direction that helps the organization move toward goal attainment. • Purpose: to increase productivity. • Compare: Human-oriented production vs. task-oriented work

17. Basic Management Functions: 4. Controlling • Controlling: is the management function through which managers: • Gather information that measures recent performance within the organization. • Compare present performance to pre-established performance standards. • From this comparison, determine whether he organization should be modified to meet pre-established standards. • Controlling is an ongoing (continual) process.

18. Mistakes Commonly Made by Managers

19. Management and Organizational Resources • Organizational Resources: composed of all assets available for activation during the production process • Four basic types: • Human • Monetary • Raw materials • Capital • The following figure shows, organizational resources are combined, used, and transformed into finished products during the production process.

20. Management and Organizational Resources

21. Management and Organizational Resources • Human Resources • Are the people who work for an organization (Knowledge & skills) • Monetary Resources • Are the money used to purchase goods and services for the organization • Raw Materials • Are ingredients used directly in the manufacturing of products (e.g. rubber, wood, …etc) • Capital Resources • Are machines and equipments used during the manufacturing process (what’s the effect of worn-out (damaged) machines?)

22. Managerial Effectiveness • Managerial Effectiveness: is the management’s use of organizational resources in meeting organizational goals. • Managers must strive to be both effective and efficient in using org. resources • If organizations are using their resources to attain their goals, the managers are said to be effective. • Managerial effectiveness can be measure by degrees. The closer an organization comes to achieving its goals, the more effective its managers are considered to be. • Managerial effectiveness, then, exists on a continuum ranging from ineffective to effective.

23. Managerial Effectiveness • Managerial effectiveness, then, exists on a continuum ranging from ineffective to effective. Ineffective Effective

24. Managerial Efficiency • Managerial Efficiency: is the proportion of total organizational resources that contribute to productivity during the manufacturing process. • Efficient means that a large proportion of resources contributes to productivity. Inefficient means that a small proportion of total resources contributes to productivity. • The more resources wasted or unusedduring the production process, the more inefficient the manager, and vice versa. • Organizational resources includes raw materials, human effort, …etc.

25. Managerial Efficiency • Like management effectiveness, management efficiency is best described as being on a continuum ranging from inefficient to efficient. Inefficient Efficient

26. Relation Between Managerial Effectiveness & Efficiency • A manager can be effective without being efficient, and vice versa. • To maximize organizational success, both effectiveness and efficiency are essential. • For example: A manager could be relatively ineffective (little goal attainment) because of major inefficiencies (waste/poor utilization of resources) (situation # ) • Also, a manager can be effective despite being inefficient (situation # ) (if demand for goods is so high that the manager can get an extremely high price per unit sold and thus absorb inefficiency costs) 1 2

27. Relation Between Managerial Effectiveness & Efficiency 4 3 Maximum org. success 2 1