Nature and concept of management

Organizational Performance

1. Organization- social entity that is goal oriented and deliberately structured 2. social entity- consist of two or more people 3. goal-directed- Designed to achieve some outcome such as make q profit, win pay increase for members, meet spiritual needs or provide social satisfaction 4. deliberately structured- tasks are divided and responsibility for their performance is assigned to organization members 5. Effectiveness-degree to which the organization achieve a stated goal, or succeed in accomplishing what it tries to do 6. Efficiency- refers to the amount of resources use to achieve an organizational goals—Raw materials, money, and people—used to produce a desired volume of output 7. Performance- organizations ability to attain its goals by using resources in an efficient and effective manner.

Managerial thoughts and theories

1. Scientific Management Theory 2. Administrative Management Theory a. Max Weber b. Henri Fayol 3. Behavioral Management Theory 4. Management Science Theory 5. Organizational Environment Theory a. System Theory b. Contingency Theory

Historical development of management

1. The need to handle human efforts 2. The effects of second world war 3. The emergence of stiff competition 4. Management in Antiquity 5. Management in early Egypt 6. Management in Ancient China 7. Management in Greece 8. Management in Ancient Rome 9. Management in military/authority a. Authority relationships b. Techniques of leadership c. The use of staff device

Management Types

1. Vertical Differences a. Top managers b. Middle Managers c. First Line managers 2. Horizontal Differences a. Functional Managers b. Staff managers c. General Manager

Why Skills Fail?

1. ineffective communication skills. 2. Poor human skills 3. Inability to develop good work relationships 4. Failure to clarify direction and Performance expectation 5. Inability to create cooperation and teamwork

Skills

Conceptual Skills Human Skills Technical Skills

Henri Fayol

Drive towards enhancing efficiency in the process of managing enterprise

Max Weber

Jones and George (2003) 1. A manager's formal authority emanates from the position being held 2. Occupation of position is derived from a manager's performance 3. Clearly specified extent of authority, responsibility and relationship to other positions in the enterprise 4. Hierarchical arrangement of positions 5. Effective control of organizational members' behavior

Sir Reynolds

Management is getting things done through the efforts of others 1. The manager is different from other employees 2. Management permeates the entire organization

Organizational Performance

The second part of definition of management is the attainment of organizational goals in an efficient and effective manner 1. Organization 2. social entity 3. goal-directed 4. deliberately structured 5. Effectiveness 6. Efficiency 7. Performance

Management basic definition

1. As, Managers, people are employed to carry out the specific functions 2. Management applies to any kind of organization 3.Management is important to any level in an organization 4.The aim of all managers whether a senior manager or a junior one is the same 5. Managing is concerned with productivity

Skills

1. Conceptual Skills- ability to think strategically—to take the broad long term view—and to identify, evaluate, and solve complex problems 2. Human Skills- A manager relates to other people, including the ability to motivate, facilitate, coordinate, lead, communicate, and resolve conflicts 3. Technical Skills- Specialized knowledge, analytical ability, and the competent use of tools and technique to solve problem in that specific discipline

Henri Fayol

1. Discipline 2. Equity 3. Order 4. Initiative 5. Remuneration 6. centralization 7. Espirit de corps 8. Division of labor 9. Unity of command 10. Unity of direction 11. Line of authority 12. Authority and responsibility 13. Stability Tenure 14. Subordination of individual interest to common interest

Principles of Management

1. Frederick Taylor 2.Max Weber 3. Henry Fayol

Max Weber

emphasized hierarch, authority and bureaucracy were necessary ingredients of success of all social system

Frederick Taylor

Achieving harmonious and corporative group relationships developing the full potentials of employees.

Frederick Taylor

Summarized by: Jones and George (2003) 1. Improvement in Tasks Performance 2. Codification of new methods of performance into written rules and standard operating procedures and processes 3. Selection and training of employees with special abilities to carry on tasks according to established patterns 4. Developing a good system of remuneration for workers that excel