Lecture1: Managing Today

Managers Vs Nonmanagerial Employees

Managers

• Direct and oversee the activities of others.

• May have work duties not related to overseeing others.

Nonmanagerial Employees

• Work directly on tasks.

• Not responsible for overseeing others’ work.

Where Do Managers Work?

Organization:
A deliberate collection of people brought together to accomplish some specific purpose.

Common Characteristics of Organizations

Management Levels

• Top Managers: Make decisions about the direction of an organization.

• Middle Managers: Manage other managers.

• First-line Managers: Direct non-managerial employees.

• Team Leaders: Manage activities of a work team.

What Is Management?

Management:
The process of getting things done effectively and efficiently, with and through people.

• Effectiveness: Doing the right things.

• Efficiency: Doing things right.

History of Management

1. Early Management (3000 BCE - 1776):

   • Management has been practiced for thousands of years.

   • Organized projects were directed by people responsible for planning, organizing, leading, and controlling.

2. Classical Approaches (1911 - 1947):

   • Scientific Management: Frederick W. Taylor - “One best way to do a job.”

   • General Administrative Theory:

     • Henri Fayol: 14 principles of management.

     • Max Weber: Bureaucracy.

3. Behavioral Approach (Late 1700s - 1950s):

   • Early Behaviorists: Robert Owen, Hugo Munsterberg, Mary Parker Follett, Elton Mayo (Hawthorne Studies).

   • Human Relations Movement:

     • Abraham Maslow: Five hierarchy of needs.

     • Douglas McGregor: Theory X/Y.

   • Behavior Science Approach: Organizational behavior research.

4. Quantitative Approach (1940s - 1950s):

   • Use of quantitative techniques to improve decision-making, evolved from military problems during World War II.

5. Total Quality Management (1950s):

   • A managerial philosophy devoted to continual improvement and responding to customer needs and expectations.

6. Contemporary Approaches (1960s - Present):

   • Systems Approach: Views systems as interrelated and interdependent parts arranged to produce a unified whole.

   • Contingency Approach (Situational Approach): Organizations, employees, and situations are different and require different ways of managing.

Fayol’s Fourteen Principles of Management

1. Division of Work.

2. Authority.

3. Discipline.

4. Unity of Command.

5. Unity of Direction.

6. Subordination of Individual Interests to the General Interest.

7. Remuneration.

8. Centralization.

9. Scalar Chain.

10. Order.

11. Equity.

12. Stability of Tenure of Personnel.

13. Initiative.

14. Esprit de Corps.

What Do Managers Do?

Ways to Look at What Managers Do:

• 4 Functions Approach:

  • Planning: Defining goals, establishing strategies, and developing plans to coordinate activities.

  • Organizing: Determining what needs to be done, how it will be done, and who is to do it.

  • Leading: Directing and coordinating the work activities of an organization’s people.

  • Controlling: Monitoring activities to ensure they are accomplished as planned.

• Management Roles Approach.

• Skills and Competencies:

  • Political Skills: Political adeptness.

  • Technical Skills: Possessing expert job knowledge.

  • Conceptual Skills: Analyze and diagnose.

  • Interpersonal Skills: Working well with others.

The Manager’s Job Is Not Universal

It varies depending on several factors:

• Level in the Organization.

• Profit vs. Not-for-Profit: Profit is an unambiguous measure of effectiveness.

• Size of the Organization.

• Management Concepts and National Borders: Performance management varies across countries depending on economic, social, political, and cultural differences.

Why You Should Study Management

• Organizations need managers' skills and abilities, especially in today’s uncertain, complex, and chaotic environment.

• Managers are critical to getting things done.

• Managers play a crucial role in employee satisfaction and engagement.

Factors Reshaping Management

• Customers

• Innovation

• Social Media

• Sustainability

Critical Employability Skills for Getting a Job

• Critical thinking.

• Communication.

• Collaboration.

• Knowledge application and analysis.

• Social responsibility.