OB Presentation - Draft

Managers
and Managing
At a Glance
Team Member Topic Covered
 Shameema Nasrin Shampa  Management Key Concept

ID-2019-2-91-030  Management Level
 Organizational
Performance
 Managerial Function
 Nabila Nuzhat Moin
 Managerial Role
ID: 2019-2-95-035
 Managerial Skill
 Management Challenges
 Ashraf Imtiazur Rahman

ID: 2019-2-91-007
Management Key Concepts
• Organizations: People working together and
coordinating their actions to achieve specific goals.
It’s nothing but a legal entity.
• Management: The process of using organizational

resources to achieve the organization’s goals by...
- Planning, Organizing, Leading, and Controlling
Management Key Concepts
Goal: A desired future
condition that the organization
seeks to achieve.
Resources are
organizational assets and
include:
• Man, Machinery,
• Raw materials,
• Information, skills,
• Financial capital.
Managers are the people

responsible for supervising the
use of an organization’s
resources to meet its goals.
Management Levels
• Organizations often have 3 levels of
managers:
First-line Managers: responsible for day-to-day
operation. They supervise the people performing
the activities required to make the good or service.
Middle Managers: Supervise first-line managers.
They are also responsible to find the best way to use
departmental resources to achieve goals.
Top Managers: Responsible for the performance of
all departments and have cross-departmental
responsibility. They establish organizational goals
and monitor middle managers.
Three Levels of Management
Top
Managers
Middle
Managers
First-line
Managers
Non-
management
Organizational Performance
• Measures how efficiently and effectively
managers use resources to satisfy
customers and achieve goals.
– Efficiency: A measure of how well resources

are•used to achieve a goal.
• Usually, managers must try to minimize the
input of resources to attain the same goal.
Organizational Performance
– Effectiveness: A measure of the appropriateness
of the goals chosen (are these the right goals?), and
the degree to which they are achieved.
• Organizations are more effective when managers
choose the correct goals and then achieve them.
Effective Decision Making
Top
Middle
Bottom
Efficiency Implementation
Managerial Functions
• Henri Fayol was the first to describe the
four managerial functions when he was
the CEO of a large mining company in the
later 1800’s.
• Fayol noted managers at all levels,
operating in a for profit or not for profit
organization, must perform each of the
functions of:
Planning, organizing, leading, controlling.
Four Functions of
Management
Planning
Choose Goals
Controlling Organizing
Monitor & measure Working together
Leading
Coordinate
Planning
Planning is the process used by
managers to identify and select
appropriate goals and courses of
action for an organization.
3 steps to good planning :
1.Which goals should be pursued?
2.How should the goal be attained?
3.How should resources be allocated?
– The planning function determines

how effective and efficient the
organization is and determines the
strategy of the organization.
Organizing
• In organizing, managers create the structure
of working relationships between
organizational members that best allows
them to work together and achieve goals.
• Managers will group people into departments
according to the tasks performed.
– Managers will also lay out lines of
authority and responsibility for
members.
•An organizational structure is the
outcome of organizing. This
structure coordinates and
motivates employees so that they
work together to achieve goals.
Leading
• In leading, managers determine
direction, state a clear vision for
employees to follow, and help
employees understand the role they
play in attaining goals.
• Leadership involves a manager using
power, influence, vision, persuasion,
and communication skills.
• The outcome of the leading function is a
high level of motivation and
commitment from employees to the
organization.
Controlling
• In controlling, managers evaluate how
well the organization is achieving its
goals and takes corrective action to
improve performance.
• Managers will monitor individuals,
departments, and the organization to
determine if desired performance has
been reached.
– Managers will also take action to increase

performance as required.
•The outcome of the controlling function is
the accurate measurement of performance
and regulation of efficiency and
effectiveness.
Managerial Roles
• Described by Mintzberg.
– A role is a set of specific tasks a person performs
because of the position they hold.
• There are 3 broad role categories:
1. Interpersonal
2. Informational
3. Decisional
Interpersonal Roles
• Roles managers assume to coordinate
and interact with employees and
provide direction to the organization.
– Figurehead role: symbolizes the organization
and what it is trying to achieve.
– Leader role: train, counsel, mentor and
encourage high employee performance.
– Liaison role: link and coordinate people inside
and outside the organization to help achieve
goals.
Informational Roles
• Associated with the tasks needed to
obtain and transmit information for
management of the organization.
– Monitor role: analyzes information from both
the internal and external environment.
– Disseminator role: manager transmits
information to influence attitudes and behavior
of employees.
– Spokesperson role: use of information to
positively influence the way people in and out of
the organization respond to it.
Decisional Roles
• Associated with the methods
managers use to plan strategy and
utilize resources to achieve goals.
– Entrepreneur role: deciding upon new projects or
programs to initiate and invest.
– Disturbance handler role: assume responsibility
for handling an unexpected event or crisis.
– Resource allocator role: assign resources between
functions and divisions, set budgets of lower
managers.
– Negotiator role: seeks to negotiate solutions
between other managers, unions, customers, or
shareholders.
Managerial Skills
There are three skill sets that managers
need to perform effectively.
1.Conceptual skills: the ability to analyze and diagnose
a situation and find the cause and effect.
2.Human skills: the ability to understand, alter, lead,
and control people’s behavior.
3.Technical skills: the job-specific knowledge required
to perform a task. Common examples include marketing,
accounting, and manufacturing.
All three skills are enhanced through
formal training, reading, and practice.
Skill Type Needed by Manager
Level
Top
Managers
Middle
Managers
Line
Managers
Conceptual Human Technical

Management Challenges
Planning Organizing Controlling Decision Making
Leading Implementation

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Managers

 Shameema Nasrin Shampa  Management Key Concept

 Ashraf Imtiazur Rahman

• Management: The process of using organizational

Managers are the people

– Efficiency: A measure of how well resources

– The planning function determines

– Managers will also take action to increase

Conceptual Human Technical

Planning Organizing Controlling Decision Making

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