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					           Introduction to management.
This information is about the important managerial work that
the millions of other managers want to do. It recognizes the
reality facing today's managers. Today's successful
managers must blend tried-and-true management methods
with new approaches. Basically must have knowledge about
the managers.
Who are managers? It used to be fairly simple to define who
managers were: they were the organizational member who
told other what to do and how to do it. It was easy to
differentiate managers from non managerial employees, the
latter term described those organizational members who
worked directly on a job or task and had no one reporting to
them. But it isn't quite that simple anymore.
For example, managerial responsibilities are shared by
managers and team members at General Cable
Corporation's facility in Moose Jaw. Most of employees at
Moose Jaw are Cross trained and multiple within a single
shift, an employee can be a team leader, equipment
operator, maintenance technician, quality inspector, or
improvement planner. Manager is someone who
coordinates and oversees the other people so that
organizational goals can be accomplished.
 A manager's job is not about reproach achievement, it's
about helping others do their work. Managers set the goals,
agenda, the measures of achievement, and standards of
behavior. In the successful organizations, they do all that by
setting an export inspiring and orchestrating in democratic
rather thaw autocratic.
A question is to be raised. WHAT SKILLS DO MANAGER
NEED TO BE EFFECTIVE IN TODAY'S ENVIRONMENT?
Answer is the ability to see the biggest picture,
concentration, parallel-thinking, ability to see connection,
listening sense of humor, risk taking, humility, and
generosity. If someone is manager who is reading this
article ask WHAT DO MANAGERS DO? It can be explained
by the management researchers after many years of study,
developed three specific categorization schemes: functions,
roles, and skills,
There are four major functions that a management
performs: planning, leading, organizing, controlling.
In planning goals are defined, establish strategies for
achieving those goals, and develop plans to integrate and
coordinate activities.
In organizing management is responsible for arranging and
structuring work to accord the organization's goals.
Leading is simply motivate subordinates, help resolve work
group conflicts influence individuals or teams as the work,
select the most effective communication channel.
The final management function is controlling. After the goals
and plans are set (planning), the tasks and structural
arrangements determined (organizing), and the people
agree, trained, and motivated (leading).
The management Roles is the second Element of
MANAGEMENT. Management roles refer to specific
categories of managerial behavior. Management performs 3
different roles.
1. The interpersonal Roles are that involve people
(subordinates and persons outside the organization) and
other duties that is ceremonial and symbolic in nature.
2. Informational roles involve collecting, receiving, and
disseminating information.
3. Decision roles entail making decisions or choices.
Third and last element of management is Skills: a
manager's job is varied and complex. Managers need
certain skills to perform the duties and activities associated
with being a manager.
There are three essential Skills.
1. Technical Skills are the job-specific knowledge and
techniques needed to profit gently perform specific tasks.
There skills tend to be more important for lower-level
managers.
2. Human skills which involve the ability to work well with
other people both individually and in a group.
3. Concept skills are the skills managers use to think and
conceptualize about abstract and complex situations. Using
these skills, managers must see the organization as a
whose; understand the relationship among various subunits.
These skills are most beneficial at the top management
levels.

				
DOCUMENT INFO
Description: This information is about the important managerial work that the millions of other managers want to do. It recognizes the reality facing today's managers. Today's successful managers must blend tried-and-true management methods with new approaches. Basically must have knowledge about the managers.