Class notes 1

Management Process and Managerial Roles

What is management?

Answer: can be defined as a set of activities including planning, decision-making,

organizing, staffing, leading, or directing, and controlling an organization’s resources to
achieve its goals efficiently and effectively. It involves working with and through others to
accomplish organizational objectives in a dynamic environment. Managers utilize a
combination of resources—human, financial, physical, and informational—to achieve these
goals. The management process is ongoing, beginning with planning and concluding with
controlling, before restarting the cycle. Ultimately, management is about accomplishing tasks
through the efforts of others within the organization.

Managers use a mix of resources - human, financial, physical, and information.

The management process involves a variety of functions –

1. Planning and decision-making

2. Organizing
3. Leading and
4. Controlling.

Planning and
Organizing.
decision
making.

Goals attained.
mports from the environment. Efficientl
Human resources.
y.
Financial resources
physical Resources, Effectivel
informational resources. y.

Controlling. Leading

Diagram: management in Organization

Efficiency versus Effectiveness.
EFFICIENCY: Using resources wisely and in a cost-effective way.
EFFECTIVELY: Making the right decisions and successfully implementing them.
Efficiency and effectiveness combine to lead to successful management.

The Management Process:

Planning and Decision

Making Organizing
Setting the organization’s Determining how
goals and deciding how best to group
best to achieve them activities and
resources

Controlling Leading
Monitoring Motivating members of
and correcting the organization to work
ongoing activities in the best interests of
to facilitate goal the organization
attainment

Levels of Managers.
Management involves four basic activities.

1. Planning and decision-making

2. Organizing
3. Leading and
4. Controlling.

Most managers engage in more than one activity at a time and often move back and forth
between the activities in unpredictable ways. It is important to note that the functions of the
management Do not usually occur in a tidy, step-by-step fashion. Managers do not plan on
Monday. Make decisions on Tuesday. Organize on Wednesday. Lead on Thursday and
control on Friday. At any given time, a manager is likely to be engaged in several different
activities simultaneously. Indeed, from one setting to another, managerial tasks are defined as
they are similar. The similarities that pervade most settings1 are the phase in the management
process.
Here are the three types of managers and a brief explanation of each:

1. Top Managers: This is the highest level of management. They are responsible for the
entire organization, setting goals, creating overall strategy and policies, and
representing the company externally. Examples include CEOs, presidents, and
executive vice presidents.

2. Middle Managers: These managers implement the plans set by top management. They
oversee lower-level managers and ensure smooth operation within their departments.
Titles like plant manager, operations manager, and division head fall under this
category.

3. First-Line Managers: They directly supervise the work of employees involved in

daily operations. They handle tasks like hiring, scheduling, and ensuring adherence to
company policies. Examples include supervisors, coordinators, and office managers.

Basic managerial roles and skills.

Managerial roles refer to the various parts played by managers in fulfilling their responsibilities. The
texts highlight the following key roles:

1. Interpersonal Roles: These roles involve interactions with others and are related to human
skills.
o Figurehead: Performing ceremonial or symbolic duties, like attending ribbon-cutting
ceremonies or hosting receptions.
o Leader: Guiding and motivating employees to achieve organizational goals.
o Liaison: Building and maintaining relationships with individuals and groups outside
the manager's direct control.
2. Informational Roles: These roles involve gathering and sharing information.
o Monitor: Actively seeking information that may be valuable to the organization.
o Disseminator: Sharing relevant information with subordinates and others within the
organization.
o Spokesperson: Communicating information to individuals and groups outside the
organization.
3. Decisional Roles: These roles involve using information to make choices and solve problems.
o Entrepreneur: Initiating and overseeing new projects and ventures to improve the
organization.
o Disturbance Handler: Taking corrective action in response to unforeseen problems
or crises.
o Resource Allocator: Distributing resources across the organization, including
budgeting and assigning tasks.
o Negotiator: Representing the organization in negotiations with external parties, such
as suppliers or unions.
Question: Briefly describe the seven basic managerial skills. Give an example of each.

Here are the seven basic managerial skills listed in the passage, along with a brief
explanation and an example for each:

● Technical Skills: The skills necessary to accomplish or understand the specific kind of work
being done in an organization
Examples: The manager of a software development company who understands how to
write and test relevant code and application; the manager of a restaurant chain knows
thebasics of food preparation
● Interpersonal Skills: The ability to communicate with, understand, and motivate both
individuals and groups
Examples: A manager who establishes a good relationship with an abrasive colleague;
a manager who can reprimand someone for poor performance while maintaining a
positive working relationship with that person
● Conceptual Skills: The manager’s ability to think in the abstract
Examples: The manager who first sees a new market for an existing product; a manager
who accurately forecasts a next-generation technology
● Diagnostic Skills: The manager’s ability to visualize the most appropriate response to a
situation
o Examples: A manager who can understand why customer complaints are increasing;
the manager who can quickly assess the impact of a new foreign trade agreement
● Communication Skills: The abilities both to effectively convey ideas and information to others
and to effectively receive ideas and information from others
Examples: The manager who can write an email that is both informative and
inspirational; a manager who can carefully listen to what others are saying and then
craft an effective reply
● Decision-Making Skills: The manager’s ability to correctly recognize and define problems and
opportunities and to then select an appropriate course of action to solve problems and
capitalize on opportunities
Examples: A manager who can quickly recognize the need for a decision and then
frame the nature of the decision that is required; the manager who recognizes that an
earlier decision did not result in a good outcome and so starts the decision-making
process over again
● Time-Management Skills: The manager’s ability to prioritize work, to work efficiently, and to
delegate appropriately

Examples: The manager who routinely tackles the most pressing and significant tasks
and delegates less significant tasks to others; a manager who does not easily get
distracted by irrelevant issues
 Chapter Summery

1. Describe the nature of management, define manage- ment and managers, and characterize their importance to
contemporary organizations.
• Management is a set of activities (including planning and decision making, organizing, leading, and con-
trolling) directed at an organization’s resources (human, financial, physical, and information) with the
aim of achieving organizational goals in an efficient and effective manner.
• A manager is someone whose primary responsibility is to carry out the management process within an
organization.
2. Identify and briefly explain the four basic management functions in organizations.
• Planning and decision making (determining courses of action)
• Organizing (coordinating activities and resources)
• Leading (motivating and managing people)
• Controlling (monitoring and evaluating activities)
• These activities are not performed on a systematic and predictable schedule.
3. Describe the kinds of managers found at different levels and in different areas of the organization.
• By level, we can identify top, middle, and first-line managers.
• Kinds of managers by area include marketing, financial, operations, human resource, administra- tive,
and specialized managers.
4. Identify the basic managerial roles played by managers and the skills they need to be successful.
• Interpersonal roles (figurehead, leader, and liaison)
• Informational roles (monitor, disseminator, and spokesperson)
• Decisional roles (entrepreneur, disturbance handler, resource allocator, and negotiator)
• Key management skills are technical, interpersonal, conceptual, diagnostic, communication, decision-
making, and time-management skills.
5. Discuss the science and the art of management, describe how people become managers, and summarize the
scope of management in organizations.
• The effective practice of management requires a syn- thesis of science and art, that is, a blend of rational
objectivity and intuitive insight.
• Most managers attain their skills and positions through a combination of education and experience.
• Management processes are applicable in a wide vari- ety of settings, including profit-seeking
organizations (large, small, and start-up businesses and international businesses) and not-for-profit
organizations (govern- ment organizations, educational organizations, health- care facilities, and
nontraditional organizations).
6. Characterize the new workplace that is emerging in organizations today.
• The new workplace is characterized by workforce expansion and reduction.
• Diversity is also a central component, as is the new worker.
• Organization change is also more common, as are the effects of information technology and new ways of
organizing.
Question No. 1
a. Given the complexity inherent in the manager's job, a reasonable question is whether
management is a science or an art. Please give your rationale in this regard.

Answer: Management encompasses a wide range of activities and responsibilities, leading to whether
it's a science or an art. The truth is that management is a blend of both science and art.

Management as a Science

Management, like science, involves:

● Systematic Processes: Management utilizes established processes like planning, organizing,

leading, and controlling, which can be studied and improved upon.
● Data-driven decision-making: Managers often rely on data analysis, facts, and objective
information to make informed decisions.
● Theories and Models: Management employs various theories and models to understand and
predict organizational behavior and outcomes.

Management as an Art

However, management also requires an artistic touch:

● Intuition and Experience: Managers often face situations where data is incomplete or
unavailable, requiring them to rely on their intuition, experience, and judgment.
● Adaptability and Creativity: The dynamic nature of the business environment demands that
managers be adaptable and creative in their problem-solving and decision-making
approaches.
● Interpersonal Skills: Effective management involves building relationships, motivating
employees, and resolving conflicts, all of which require strong interpersonal skills and
emotional intelligence.

Rationale

Management combines both scientific and artistic aspects. It requires a systematic approach, data-
driven decision-making, and adaptability to navigate complex human behavior and ever-changing
environments. Successful managers strike a balance between these elements.
1. Contrast efficiency and effectiveness. Give an example of a time when an organization was
effective but not efficient, efficient but not effective, both efficient and effective, and neither
efficient nor effective.

1. Efficiency vs. Effectiveness

● Efficiency pertains to how well resources are utilized to achieve a goal. It emphasizes
minimizing waste and maximizing output with the given inputs.
● Effectiveness is about achieving the desired outcome or goal, regardless of the resources
used. It's about doing the right things to attain the objective.

Examples:

● Effective but not efficient: A company launches a new product that is a huge success in the
market, but the production process is riddled with delays and cost overruns. The company
achieved its goal (effectiveness) but at a high cost (inefficiency).
● Efficient but not effective: A factory produces a large quantity of goods at a low cost per
unit, but the goods are of poor quality and don't sell well. The factory is efficient in
production but ineffective in meeting market demands.
● Both efficient and effective: A software company develops a new application on time and
within budget, and the application is well-received by customers, leading to increased sales
and profits. The company achieved its goal efficiently and effectively.
● Neither efficient nor effective: A non-profit organization fails to meet its fundraising goals
and spends a significant portion of its budget on administrative overhead. The organization is
neither efficient in its use of resources nor effective in achieving its mission.

2. What are the four basic activities that comprise the management process? How are
they related to one another? Show drafts Regenerate draft

The Four Basic Management Activities: The management process comprises four fundamental
activities:

1. Planning and Decision Making: This involves setting organizational goals and determining
the best course of action to achieve them. It includes forecasting future trends, evaluating
alternatives, and selecting the most suitable strategies.
2. Organizing: This entails arranging resources and activities in a structured manner to
accomplish the planned objectives. It involves designing jobs, grouping tasks into
departments, and establishing authority relationships.
3. Leading: This encompasses motivating and guiding employees to work towards the
organization's goals. It includes effective communication, leadership styles, and resolving
conflicts.
4. Controlling: This involves monitoring and evaluating the organization's progress toward its
goals and taking corrective action if necessary. It includes setting performance standards,
measuring actual performance, and comparing it against the standards.

Interrelation:
Planning, organizing, leading, and controlling are interconnected activities that form a continuous
cycle. The output of one activity becomes the input for another, ensuring the organization stays on
track.
 Planning and Decision
Making Organizing
Setting the organization’s Determining how
goals and deciding how best to group
best to achieve them activities and
resources

Controlling Leading
Monitoring Motivating members of
and correcting the organization to work
ongoing activities in the best interests of
to facilitate goal the organization
attainment

Question: Describe a typical manager's Day. What are some of the expected
consequences of this type of daily experience?

A typical manager's day is portrayed as fast-paced, fragmented, and varied, filled with a wide array
of brief and disjointed activities.
● Meetings: Both scheduled and unscheduled meetings consume a significant portion of a
manager's day. These meetings can range from formal executive committee discussions to
impromptu problem-solving sessions.
● Communication: Managers are constantly communicating through various channels,
including phone calls, emails, and face-to-face interactions. They need to gather information,
disseminate it to relevant parties, and address concerns from both internal and external
stakeholders.
● Decision-Making: Throughout the day, managers are faced with numerous decisions, both
big and small. These decisions can range from routine operational matters to strategic choices
that impact the entire organization.
● Information Processing: Managers are constantly bombarded with information from various
sources. They need to filter, analyze, and prioritize this information to make informed
decisions and take appropriate action.

Expected Consequences of this Daily Experience

This type of fast-paced and fragmented workday can have several consequences for managers:
1. High Stress Levels: The constant interruptions, demands on their time, and need to make
quick decisions can lead to high levels of stress.
2. Difficulty with Time Management: The fragmented nature of the workday can make it
challenging for managers to prioritize tasks and manage their time effectively.
3. Challenges in Maintaining Work-Life Balance: The long hours and constant demands can
make it difficult for managers to balance their work and personal lives.
4. Potential for Burnout: The relentless pace and pressure can lead to burnout if managers
don't take steps to manage their stress and maintain a healthy work-life balance.
 5. Need for Strong Communication and Interpersonal Skills: The constant interaction with
others requires managers to have excellent communication and interpersonal skills to build
relationships, resolve conflicts, and motivate their teams.
6. Importance of Adaptability and Flexibility: The unpredictable nature of the workday
requires managers to be adaptable and flexible, able to shift gears quickly and respond to
unexpected challenges.

A manager's day involves juggling various tasks, requiring time management, communication,
decision-making skills, and stress management techniques to maintain work-life balance.