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    Lecture01 Introduction 2021 01

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    Lecture01 Introduction 2021 01

    Uploaded by

    kyleliukaixin
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    lecture01_Introduction_2021_01

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    3 views3 pages

    Lecture01 Introduction 2021 01

    Uploaded by

    kyleliukaixin

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 3

    Lecture 1 Introduction

    “If you put fences around people, you got sheep.” ~ L. D. DeSimone, former CEO, 3M

    Principles of Management is about managing organizations. By organizations, we mean for-


    profit organizations (e.g., banks, restaurants, etc) and not-for-profit organizations (e.g.,
    1
    schools, social enterprises , etc.)

    Organization

    A systematic arrangement of people brought together to accomplish some specific purpose;


    applies to all organizations.

    Characteristics:
    Organizations have a common purpose/goal throughout.
    Organizations, in order to function effectively and efficiently, will employ a structure that is
    most conducive.
    Organizations will have to rely on the people employed to achieve their purpose/goal.

    Organizational Levels
    First-line Managers—supervisors responsible for directing the day-to-day activities of
    operative employees
    Middle Managers—individuals at levels of management between the first-line manager and
    top management
    Top Managers—individuals who are responsible for making decisions about the direction of
    the organization and establishing policies that affect all organizational members

    Management Defined
    Management is the attainment of organizational goals in an effective and efficient manner
    through planning, leading, and controlling organizational resources.

    The Management Functions


    Planning—includes defining goals, establishing strategy, and developing plans to coordinate
    activities
    Organizing—includes determining what tasks to be done, who is to do them, how the tasks
    are to be grouped, who reports to whom, and where decisions are to be made.
    Leading—includes motivating employees, directing the activities of others, selecting the
    most effective communication channel, and resolving conflicts
    Controlling—the process of monitoring performance, comparing it with goals, and correcting
    any significant deviations

    1
    We will use social enterprises in our discussions later in class.

    Page 1 of 3; Lecture 1 Introduction


    Distribution of Time per Activity by Organizational Level

    The Managerial Roles, by Henry Mintzberg in the early 1970’s

    Interpersonal roles
    Figureheads -- largely ceremonial
    Leaders -- provide examples, make decisions, etc.
    Liaison -- coordinate work

    Informational roles
    Monitor -- evaluate work, take corrective actions
    Disseminator -- inform and communicate with employees
    Spokesperson -- speak on behalf of the company

    Decisional roles
    Entrepreneur -- develop innovative goods; develop new customer
    base
    Disturbance (problem) handler -- take corrective actions and correct problems
    Resource allocator -- set budgets and allocate resources
    Negotiator -- work with government, suppliers, and unions

    The Managerial Skills


    Technical Skills—the need to know how to plan, organize, lead, and control.
    Interpersonal Skills—an understanding of human behavior and group processes, and the
    feelings, attitudes, and motives of others, and ability to communicate clearly and
    persuasively.

    Page 2 of 3; Lecture 1 Introduction


    Conceptual Skills—good judgment, creativity, and the ability to see the “big picture” when
    confronted with information.

    Relationship of Conceptual, Human, and Technical Skills to Management

    What is it like to be Managers

    As non-managerial employees, you are assigned with specific tasks based on your special
    knowledge and skills. As managers, you are in charge of coordinating diverse tasks
    performed by a host of employees.

    As non-managerial employees, you get things done through your own effort. As managers,
    you get things done through other people.

    As non-managerial employees, you usually work by yourself. As managers, you build and
    maintain networks.

    As non-managerial employees, it is important that you can perform independently. As


    managers, you must learn to perform interdependently.

    Page 3 of 3; Lecture 1 Introduction

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