Transcript Management Functions - University of South Florida

Management Functions
and Principles
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Overview
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The Managerial Environment
Management Processes (Functions)
Managerial Roles
Universality of the Manager’s Job
Managerial Skills
Management from the Air Force Perspective
Case Study
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The Managerial Environment
 Managers
• Individuals in an organization who direct the activities of
others
 Organization
• A systematic arrangement of people brought together to
accomplish some specific purpose; applies to all
organizations—for-profit as well as not-for-profit
organizations, military as well as non-military
• Where managers work (manage)
 Common characteristics
• Goals
• Structure
• People
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Common Characteristics of
Organizations
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How Do We Define Management?
 Management
• The process of getting things done, effectively
and efficiently, through and with other people
• Efficiency
• Means doing the thing correctly; refers to
the relationship between inputs and
outputs; seeks to minimize resource costs
• Effectiveness
• Means doing the right thing; goal attainment
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Efficiency and Effectiveness
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Management
Process
Activities
Management processes:
planning, organizing,
leading, and controlling
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Management Processes
Planning
• Defining goals
• Establishing strategy
• Developing plans to coordinate activities
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Management Processes
Basics of Planning
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Must accomplish objectives with available
resources
Must answer who, what, when, where, why,
and how
Must be in writing, must be kept up-to-date,
and must be changed when the situation
requires
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Management Processes
Ten Essential Planning Activities for Air Force
Managers
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Understand the mission
Focus on the desired result
Analyze the operating environment
Involve others in the planning process
Divide the project into manageable parts
Determine key objectives
Analyze alternate courses of action
Select the best course of action
Publish the plan
Modify the plan when the situation requires
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Management Processes
Organizing
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Determine tasks: What to do
Establish structure: Who does it
Allocate resources
Develop procedures to get it done
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Management Processes
Principles of Organizing
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Effective span of control
Functional grouping
Unity of command
Clear delegation of authority
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Management Processes
Leading
• Motivating
• Directing activities of others
• Selecting the most effective communication
channels
• Resolving conflicts
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Management Processes
Controlling
• Monitoring performance
• Comparing performance with goals
• Correcting significant deviations
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The Four Management
Processes
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Planning
Organizing
Leading
Controlling
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Managerial Roles
• Interpersonal
• Informational
• Decisional
Source: The Nature of Managerial Work (paperback) by H. Mintzberg. Table 2, pp. 92–93.
Reprinted by permission of Pearson Education Inc., Upper Saddle River, New Jersey.
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Is the Manager’s Job
Universal?
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Level in the organization
Profit versus not-for-profit
Size of organization
Transferability across national borders
Making decisions and dealing with change
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Distribution of Time per Activity
by Organizational Level
First Level Managers: Direct the day-to-day activities of subordinates
Middle Manager: Manage other managers; translate goals of top management into details
lower-level managers can perform
Top Manager: Establishes policies that affect all organization members
Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll,
“The Job(s) of Management.” Industrial Relations 4, no. 2 (1965), p. 103.
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General Skills for Managers
 Conceptual skills
• A manager’s mental ability to coordinate all of the
organization’s interests and activities
 Interpersonal skills
• A manager’s ability to work with, understand, mentor,
and motivate others, both individually and in groups
 Technical skills
• A manager’s ability to use the tools, procedures, and
techniques of a specialized field
 Political skills
• A manager’s ability to build a power base and establish
the right connections
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Specific Skills for Managers
 Behaviors related to a manager’s effectiveness:
• Controlling the organization’s environment
and its resources
• Organizing and coordinating
• Handling information
• Providing for growth and development
• Motivating employees and handling conflicts
• Strategic problem solving
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Air Force Management Philosophy
• Management is a command responsibility
• Managers must achieve greatest effectiveness
with available resources
• Decentralized operations = optimized resources
• Centralized resource control is essential
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Air Force Management Policies
• Commanders ensure effective management of
human, materiel, and financial resources
• Decentralized operations: centrally controlled as
required
• Organizations, methods, and procedures must be
readily adaptable to changing conditions
• Decision-making authority must be decentralized
to improve productivity, job satisfaction
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CASE STUDY
Do Organizations Need Managers,
Leaders, or Both?
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Summary
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The Managerial Environment
Management Processes
Managerial Roles
Universality of the Manager’s Job
Managerial Skills
Management from the Air Force Perspective
Case Study
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