Management Notes

THE NATURE OF MANAGEMENT
• There
are two basic types of work in any organization: Non managerial
work Managerial work
• Assembly-line workers who make home appliances perform operative

tasks such as tightening bolts; and football players block, punt, and
tackle.
• But the president of the May tag Company or the head coach of the
Dallas Cowboys ordinarily do not perform such tasks.
• They spend their time planning company and team strategy and
performing the other functions of management.
• A manager is a person who works through other people

(subordinates), and "brings together" their efforts to accomplish goals.
• Of course, nonhuman resources, such as money and materials, are

also involved.
• Management can mean the process of managing, a collection of

managers, or an area of study.
• Our primary definition of management is the process of achieving

goals through the efforts of others.
• Management is necessary in any organization that seeks to

accomplish objectives.
• Without it, an organization becomes a collection of individuals, each

going in his or her own direction with no unifying guidance toward
organizational goals.
The most important ingredient in a firm's ability to reach its goals is the
quality of its managers.
• To look at it from another angle, poor management is the basic cause

of business failures.
• Because a manager must work through others to accomplish goals,

how those "others" view management is important to a manager's
effectiveness
THE ECHELONS OF MANAGEMENT

• Three levels of management that are found in most medium-sized
and large firms-top, middle, and lower management.
• In very small firms, the owner usually is the only manager.
• In very large firms, there may be more than three levels of

management
THE NATURE OF MANAGEMENT

• The different layers, or levels, of management in an organization are
called the echelons of management.
• Members of top management work through a greater number of.
Effective managers view their subordinates as human assets and strive

to create a work environment in which subordinates will put forth their
best efforts to reach the firm's goals.
• Developing this human resource is a crucial task for all managers.

• People skills are equally important at all echelons of management
Technical skills are the manager's ability to understand and use

techniques, methods, equipment, and procedures-to understand how
things" operate.
• These skills are most important at the lower management level.
• Foremen, for example, must know how to operate the machinery

their subordinates use.
• As a manager moves up the management hierarchy, technical skills

become less important relative to the conceptual and people skills.
• Technical skills are the most difficult to transfer from one industry to
another.
• It is harder for lower-level managers, whose major skill is technical

skill, to move from one industry to another than it is for higher-level
managers.
Conceptual and people skills are more transferable.
• The higher a manager is in the management hierarchy, the more

important it is to have knowledge in many areas.
•O n e of the toughest tasks for some younger managers is to broaden

their outlook, to stop looking at their job from the viewpoint of their
former job.
• Fortunately each of the managerial skills can be developed if a person

is willing to work hard to learn them.
• They do not have to be "inborn."
• Effective managers are willing to learn.
• They keep up with developments in their field and in related fields

and seek to apply useful knowledge to the management job.
• Considerable progress has been made recently in automating office

operations.
• This can free clerical workers and secretaries from a great deal of
routine work.
• Many managers see this as an opportunity for them to retrain these

people to assume some of the more routine managerial tasks.
• This, in turn, frees managers to devote more time to conceptual work.
THE FUNCTIONS OF MANAGEMENT

• Managerial work consists of performing the functions of management:
• Planning
• Organizing, staffing ,directing, controlling
• Dividing managerial work into functions helps us to under-stand its

nature, but, in the real world, managerial work cannot be divided into
component parts.
• These functions are performed at the same time and are

interdependent.
PLANNING
• Planning means preparing a firm to cope with the future.
• It involves setting the firm's objectives over different time periods and
deciding on the methods of achieving them.
• Setting Objectives
• Because a firm is an economic and social organization, its objectives

are both economic and social.
• An economic objective of most firms is to produce and sell goods or

services that satisfy customer wants at a profit to the firm.
• Other examples of economic objectives are:
• To maximize profits to achieve a 15 percent rate of return on

investment .
Organizing
I. A firm becomes a structured organization through the process of
organizing. •Organizing is' the management function of relating
people, tasks(or activities), and resources to each.
II. Like planning, organizing also is a dynamic process.•This means
that changes in objectives and plans usually lead tochanges in the
organization's structure.
STAFFING •
I. An organization is meaningless without people.
II. The quality of its managers and workers probably is a firm's
single most important asset. •Staffing includes the recruitment,
selection, training, and pro-motion of personnel to fill both
managerial and nonmanagerialpositions in a company.
DIRECTING •
Assume that we have developed plans, created an 'organization
structure, andstaffed it.
 •It now must be stimulated to action through the management

function of directing.
 •Directing means encouraging subordinates to work toward
achieving company objectives. It sometimes is called leading,
guiding, motivating,or actuating.
 •A manager's opinion of subordinates affects how they will be
directed.
 •Managers who think subordinates are lazy, irresponsible, and
immature rely on rewards and punishments and use formal
authority to get things done.
 •Managers who think subordinates are responsible and are
strivingto achieve goals will likely "let them work."
 •The amount and type of directing that are needed depend
largely on the manager's view of his or her subordinates.
 •The discussion that follows focuses on four basic concepts that
relate to the directing function: –Participation –Communication .–
Motivation–Leadership

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THE NATURE OF MANAGEMENT

• Assembly-line workers who make home appliances perform operative

• A manager is a person who works through other people

• Of course, nonhuman resources, such as money and materials, are

• Management can mean the process of managing, a collection of

• Our primary definition of management is the process of achieving

• Management is necessary in any organization that seeks to

• Without it, an organization becomes a collection of individuals, each

• To look at it from another angle, poor management is the basic cause

• Because a manager must work through others to accomplish goals,

THE ECHELONS OF MANAGEMENT

• In very small firms, the owner usually is the only manager.

• In very large firms, there may be more than three levels of

THE NATURE OF MANAGEMENT

• Members of top management work through a greater number of.

Effective managers view their subordinates as human assets and strive

• Developing this human resource is a crucial task for all managers.

Technical skills are the manager's ability to understand and use

• These skills are most important at the lower management level.

• Foremen, for example, must know how to operate the machinery

• As a manager moves up the management hierarchy, technical skills

• It is harder for lower-level managers, whose major skill is technical

Conceptual and people skills are more transferable.

• The higher a manager is in the management hierarchy, the more

•O n e of the toughest tasks for some younger managers is to broaden

• Fortunately each of the managerial skills can be developed if a person

• Effective managers are willing to learn.

• They keep up with developments in their field and in related fields

• Considerable progress has been made recently in automating office

• Many managers see this as an opportunity for them to retrain these

• This, in turn, frees managers to devote more time to conceptual work.

THE FUNCTIONS OF MANAGEMENT

• Organizing, staffing ,directing, controlling

• Dividing managerial work into functions helps us to under-stand its

• These functions are performed at the same time and are

• Because a firm is an economic and social organization, its objectives

• An economic objective of most firms is to produce and sell goods or

• Other examples of economic objectives are:

• To maximize profits to achieve a 15 percent rate of return on

 •It now must be stimulated to action through the management

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