Im 205 Set01 Presentation

8/8/2019 Im 205 Set01 Presentation

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INTRODUCTIONTOPRINCIPLESOFMANAGEMENT


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DefinitionofManagement

LevelsofManagement

ManagerialSkills

Management

Principles

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Artofgettingthingsdonethroughpeople

(de initionb Mar ParkerFollett) Thisdefinitioncallsattentiontothefactthat

mana ersachieveor anizational oalsb

arrangingfor

others

to

perform

whatever

tasks

maybenecessary notbyperformingthetaskt emse ves

Theprocess

of

planning,

organizing,

leading

and

contro ngt ee ortso organ zat onmem ersandofusingallotherorganizationalresourcesto

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Planning

Leading

Controlling

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Selectionofgoalsfortheorganization

Considerfeasibility

decidingwhat

to

do

set

organizational

goals

determinetacticaldirection

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Meansthatmanagerscoordinatethehuman

structuringthefirm

establishingcommunications

networks

Staffin therecruitment lacement andtrainingofqualifiedpersonneltodothe

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Describeshowmanagersdirectandinfluence

,

essentialtasks

yesta s ng

t e

proper

atmosp ere,

t ey

helptheirsubordinatesdotheirbest

selectingthemosteffectivecommunication

channels

directingandmotivatingpeople

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determineifthefirmsperformanceison

Involvesthreemainelements:

Establishingstandards

of

performance

Measuringcurrentperformanceandcomparingitagainsttheestablishedstandards

Takingaction

to

correct

performance

that

does

notmeetthosestandards

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Process

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RobertL.Katz,educatorandbusiness technical,

uman

conceptual

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TechnicalSkills

Abilitytousethetools,procedures,and

Themanagerneedsenoughtechnicalskillto

accomp s

t e

mec an cs

o

t e

part cu ar

jobheorsheisresponsiblefor

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Istheabilitytoworkwith,understandand

asgroups

anagers

nee

enoug

o

t s

uman

relationsskilltoworkwithotherorganization

memberstoleadtheirownworkgroup

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Isthementalabilitytocoordinateandintegrate

all

of

the

organizations

interests

and

activities nvo ves emanager sa y osee e

organizationasawholeandtounderstandhowitspartsdependoneachother

Involves

the

managers

ability

to

understand

how

achangeinanygivenpartcanaffectthewhole

Amanagerneedsenoughconceptualskillsto

recognizehow

the

various

factors

in

a

given

s u a o nare n erre a e ,so a eac ons eorshetakeswillbethebestinterestsofthetotalorganization

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Strategiclevel

Tactical

level

Operationallevel Top

First Level or First Line

(Rank and File)

Operational employees

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Alsoknownasthetoplevel

goalsandworkwiththeinternalenvironment

Set

the

corporate

direction

E. .

CEO,CIO,CTO,COO

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Alsoknownasthemiddlelevel

management

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Alsoknownasthefirstlevelorfirstline

entry,creditchecking,andinventorycontrol

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Conceptual Conceptual

onceptua

Human

Human

Human

Technical

TechnicalTechnical

First LevelManagement

Second LevelManagement

Third LevelManagement

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InterpersonalRole

Figurehead

role,

leader

role,

a sonro e

InformationalRole ,

role,spokesperson

DecisionalRole entrepreneurialmanager;

disturbancehandlerresource

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14Principles

ofManagement

DivisionofLabor

Authorit Discipline

Unit ofCommand

Unityof

Direction

SubordinationofIndividualInteresttotheCommonGood

Remuneration

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14Principles

ofManagement

Centralization

TheHierarch

Order

E uit

Stabilityof

Staff

Initiative

EspritdeCorps

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14Principles

ofManagement

DivisionofLabor themorepeoplewho

specialize,

the

more

efficiently

they

can

perform

e rwor . spr nc p e sep om ze y emodernassemblyline

they

can

have

things

done

respecttherulesandagreementsthatgovern

theorganization

UnityofCommand eachemployeemustreceiveinstructionsaboutaparticularoperation

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14Principles

ofManagement

UnityofDirection thoseoperationswithinthe

or anizationthat

have

the

same

ob ective

shouldbedirectedbyonlyonemanagerusingoneplan

Subordination

of

Individual

Interest

to

the

CommonGood inanyundertakingthenterestso emp oyeess ou notta e

precedence

over

the

interests

of

the

Remuneration compensationforworkdone

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14Principles

ofManagement

Centralization decreasingtheroleof

subordinates

in

decision

making

is

cen ra za on; ncreas ng e rro e sdecentralization.Fayolbelievedthatmanagers

givetheir

subordinates

enough

authority

to

do

theirjobsproperly

TheHierarchy thelineofauthorityinan

organization

often

represented

today

by

the

runsinorderofrankfromtopmanagementtothelowestleveloftheenter rise

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14Principles

ofManagement

Order materialsandpeopleshouldbeinthe

.

particularshouldbeinthejobsorpositions

Equity managersshouldbebothfriendly

andfairtotheirsubordinates

Stabilit

ofstaff

a

hi h

em lo ee

turnover

rateisnotgoodfortheefficientfunctioning

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14Principles

ofManagement

Initiative subordinatesshouldbegiventhe

plans,eventhoughsomemistakesmayresult

spr t

e

orps

promot ng

team

sp r t

w

givetheorganizationasenseofunity.

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ManagementbyJamesA.F.Stonerand

ManagementInformationSystems8th

t on

y

aymon

c eo

r.

an

eorge

Schell

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Im 205 Set01 Presentation