3. INSIGHT
Objectives.
Management and Managers.
The Fundamental Functions Of
Management.
Managerial Roles in Organizations.
Approaches and theories of management.
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4. OBJECTIVE
To identify several areas where
management concepts are applicable to
the personal and professional goal setting
and also to apply the management skills to
the challenge of managing the most
difficult peer or subordinate
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5. Management
Management has been described as a
social process involving responsibility for
economical and effective planning &
regulation of operation of an enterprise in
the fulfillment of given purposes efficiently
and effectively.
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6. Manager
Manager may refer to:
“A manager is someone who works with and through
other people by coordinating their work activities in order
to accomplish organizational goals.
Anyone who uses management skills or holds the
organizational title of "manager"
A manager of a department in an organization
• A manager of a division (business)
General manager- for managing both the revenue
and cost elements of an organization
Project manager- for individual projects
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7. Level of Managers in an
Organization
Top Managers
Middle Mangers
First-Line Managers
Non-managerial Employees
First-line managers (or first-line supervisors)
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8. The Fundamental Functions Of
Management
The management functions are the
fundamental aspects of management.
According to Henri Fayoll, a Frenchman,
there are five functions of management.
They include:
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10. Managerial Roles in
Organizations
Interpersonal roles- Involve people (subordinates and persons outside
the organization) and other duties that are ceremonial and symbolic in
nature. The three interpersonal roles include being a figurehead, leader,
and liaison.
Informational roles- Involve receiving, collecting, and disseminating
information. The three informational roles include a monitor, disseminator,
and spokesperson.
Decisional roles- Involve making choices. The four decisional roles
include entrepreneur, disturbance handler, resource allocator, and
negotiator. In the late 1960s, Henry Mintzberg concluded that managers
perform 10 different, but highly interrelated roles
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11. The approaches and theories.
Empirical Approach
Human Behavior Approach
Social System Approach
Decision Theory Approach
Mathematical Approach
Socio-Technical Systems Approach
Systems Approach
Contingency Approach
Operational Approach
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12. EMPIRICAL APPROACH
• Study of managerial experiences and cases(mgt)
• Contributors: Earnest Dale, Mooney & Reiley, urwick.
• Features
– Study of Managerial Experiences
– Managerial experience passed from participationer to students
for continuity in knowledge management.
– Study of Successful & failure cases help practicising
managers.
– Theoretical research combined with practical experiences.
• Uses
Learning through experience of others
• Limitations
No Contribution for the development of management as a
discipline
Situations of past not the same as present.
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13. Human Behavior
Approaches
The Human Resource perspective to management
suggested that jobs should be designed to meet higher
levels needs by allowing workers to use their full
potential.
This include three theories
The Hawthorne Studies by Elton Mayo
The Maslow Theories of Human’s Need
Mc Gregory's Theory (x y theory)
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14. Human Behavior
Approaches
Organization as people
a) Interpersonal Behavior Approach - Individual Psychology
b) Group Behaviour Approach - Organisation Behaviour
Features
– Draws heavily from psychology & sociology.
– Understand human relations.
– Emphasis on greater productivity through motivation
& good human relations
– Motivation, leadership, participative management &
group dynamics are core of this approach.
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15. Cont.
• Uses
– Demonstrates how management can be effective by applying
knowledge of organization behavior.
• Contributors
– Maslow, Herzberg, Vroom, Mc Cleland, Argyris, Likert, Lewin, Mc
Gregor, etc.
• Limitations
– Treating management as equivalent to human behaviour.
– Talks about organization & organization behavior in vague terms.
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16. SOCIAL SYSTEM
APPROACH
• Contributors
– Pareto, Chester Barnard
•Uses
– Organizational decisions should not be based on desires of one
group alone but should reflect the interests of all the parties.
• Limitations
– Broader than management & its practice
– Overlooks many management concepts principles & techniques
that are important to practicing managers.
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17. DECISION THEORY
APPROACH
• Manager – Decision maker
• Organisation – Decision making unit.
• Features
– Management is decision making.
– Members of Organisation - decision makers and problem
solvers.
– Decision making - control point in management
– Increasing efficiency - the quality of decision
– MIS, process & techniques of decision making are the subject
matter of study.
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18. SYSTEMS APPROACH
• An enterprise
• Man-Made system
• Internal parts
• Achieve established goals
• External parts
• Achieve interplay with its environment
• Manager integrates his available facilities with goal
achievement.
• Uses
Quick Perception
Better Planning
• Limitations
Complicated
Expensive
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19. Modern Approach
Elements of various perspectives, mostly the humanistic
perspective evolved into what is known as the Modern
Approach to management.
This include three theories
Open Systems
Contingency Thinking
Lessons from the Japanese management style (theory z)
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