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CHINHOYI UNIVERSITY OF TECHNOLOGYGRADUATE BUSINESS SCHOOLMASTER OF SCIENCE IN STRATEGIC MANAGEMENTSTRATEGIC MARKETING MANAGEMENT - MSCSM603Lecturer: Dr L. Chikazhe [PhD Marketing][email protected]
KEY CONCEPTS IN MANAGEMENT
Learning ObjectivesTo define management and understand its scopeTo rank managers in an organisation based on levels ofmanagement/types of managersTo explain managerial skills at different levels, what managersdo, managerial approaches, roles and skillsTo explain the managerial functions or departments withinorganisationsTo compare and contrast management and administration
ManagementThe process of planning, organizing, leading and controlling thework of organization members and of using all availableorganizational resources to achieve the stated organizational goals(Stoner and Freeman, 1989).It is social & technical process that utilizes resources, determineshuman actions & incorporates changes in order to accomplishgoals.Management is the art of getting things done through otherpeople (Mary ParkerFollet, 1868-1933).
Management ProcessThink beyond imagination….MANAGEMENT PROCESS
Key Attributes of ManagementManagerial activities affect the behaviours of organizations and theirmembers.Management can take place at a variety of organisational levels e.g.Operational level (lower level), Functional level (middle) and Strategiclevel (top)The aim of all managers is the same i.e. to achieve prescribed resultsthrough and with other peopleManaging is concerned with increasing or improving productivityManagement applies to any kind of organisation-universalitysee nextslide
Universality of Management
Managerial approachesTraditional approachA manager is someone who gets work done through others.The Contemporary (Modern) approachA manager is someone who works with and through others, bycoordinating their work activities, in order to achieveorganizational goals (Robbins, 2004).Managers represent only a small fraction of employees inorganizations. Most employees in organizations are non-managers.
Levels of ManagementTop managers make up the relatively small group of executives whomanage the overall organization.
First-line/low level managersThis is probably the largest group of managers in most organizations.First-line managers supervise and coordinate the activities of operatingemployees. In general, they are directly responsible for the production ofgoods and services.Employees who report to them do the organization’s basic production work(shop-floor workers) (Slocum, 1996)Many first-line managers, today, are team leaders in self-managed workgroups.Common title in this group include supervisor, coordinator, duty manager,foreman, superintendent, etc.

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Management, Changing Organization

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