Management Ã¢Â†' The planning, organizing, leading and controlling of human and other recourses to achieve organizing goals efficiently and effectively.
Resources: people and their skills, know-how, and experience; machinery; raw materials; computer and information technology and patents, financial capital and loyal customers and employees.
The people responsible for supervising the use of an organization's resources to meet its goals. (ie. Ã¢Â€Â˜Organizational Performance')
A measure of how efficiently and effectively managers are using organizational resources to satisfy customers and achieve goals.
Establish organizational goals, decide how different departments should interact and monitor middle managers
-Middle managers - Supervise first-line managers. Are responsible to find the best way to use resources to achieve goals.
-First line managers - Responsible for the daily supervision of non-managerial employees
Managerial Roles and Skills
Managerial role Ã¢Â†' The set of specific tasks that a person is expected to perform because of the position he or she holds in the organization
Three categories of roles;
Roles associated with methods managers use in planning and utilizing resources.
Entrepreneur deciding which new projects or programs to initiate and to invest resources in.
Disturbance handler managing an unexpected event or crisis.
Resource allocator assigning resources between functions and divisions, setting the budgets of lower managers.
Negotiator reaching agreements between other managers, unions, customers, or shareholders.
Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization.
Monitor analyzing information from both the internal and external environment.
Disseminator transmitting information to influence the attitudes and behavior of employees.
Spokesperson using information to positively influence the way people in and out of the organization respond to it.
Roles that managers assume to provide direction and supervision to both employees and the organization as a whole.
Figurehead symbolizing the organization's mission and what it is seeking to achieve.
Leader training, counseling, and mentoring high employee performance.
Liaison linking and coordinating the activities of people and groups both inside and outside the organization.
Determining the Organizations Mission
1. Defining Ã¢Â€Â˜the Business' we are in:
Who are our customers?
What customer needs are being satisfied?
How are we satisfying customer needs
2. Establishing Major Goals :
Provides the organization with a sense of direction
Stretches the organization to higher levels of performance.
Goals must be challenging but realistic with a definite period in which they are to be achieved
The mission statement should explain the relationship between the organisation and all the organisation's stakeholders
It deals with the Ã¢Â€Â˜Present' and asks:
o Who we are ?
o What we do ?
o What our values are ?
Managers analyze the current situation to develop strategies for accomplishing its mission and achieving the goals.
A planning exercise in which managers identify:
organizational strengths and weaknesses.
Ã¯Â‚Â§ Strengths (e.g., superior marketing skills)
Ã¯Â‚Â§ Weaknesses (e.g., outdated production facilities)