Management Consulting Courses
  Management consulting courses and training resources on business management and executive development

 

 Management Consulting Training Courses

 Management Consulting: Organizational Behavior

Management Consulting Course

Organizational Behavior & Management

Nature of Management

Chapter overview: Nature, scope and process of management, historical evolution of management thought, different approaches and systems of management, skills, roles, and modern challenges.

 

Students, let us begin with first understanding what management is all about.

• In order to understand management, we will first define who a manager is:
• A manager is someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals – Robbins & Coulter.
• Which means that - Managers work in organizations.
• Now let us try to understand what is the concept of an organization:
• An organization is a systematic arrangement of people brought together to accomplish some specific purpose – Robbins & Decenzo.
• Organizations are social arrangements for the controlled performance of collective goals –

Buchanan & Huczynski

• Every organization has a purpose and is made up of people who are grouped in some fashion.
• The distinct purpose of an organization is typically expressed in terms of a goal or a set of goals.
• All organizations are put together and kept together by a group of people who are responsible for helping them achieve their goals. These people are called managers.
• What do managers do in organizations? : Managers practice management.
• Managers give direction to their organizations, provide leadership, and decide how to use organizational resources to accomplish goals. – Peter Drucker
• This brings us to the question – What is management?
• The art of getting things done through people.

- Mary Parker Follet

• Management refers to the process of getting things done, effectively and efficiently, through and with other people.
• Efficiency means the ability to do things right, and refers to the relationship between inputs and outputs. In the context of the organization, it refers to the proper utilization of resources. These input resources are Men (people), Materials, Machinery (equipment), and Money.
• Effectiveness means doing the right things. In an organization, that translates into goal attainment.

Efficiency and Effectiveness in Management

 

• Does that mean that everyone who works for an organization is a manager? :
• Everyone who works for an organization is not a manager.
• Operatives are people who work directly on a job or task and have no responsibility of overseeing the work of others. They are not managers.
• Managers direct the activities of other people in the organization. However, some managers have operative responsibilities themselves.

 

Scope of Management

• We will now delve deeper in order to understand what are all the scope of the activities performed by managers in organizations.
• Managers must make decisions to establish the purpose of the organization and to perform a variety of activities to make the goal a reality.
• All organizations have collective or shared goals, over and above the individual goals of their members, for the achievement of which the organization is responsible to its owners and stakeholders.
• The collective goals of the organization can be achieved by controlling the activities being performed by the individual members of the organization. This controlled performance means that: (a) The collective goals are known and understood by all members - planning; (b) The necessary resources are obtained and utilized efficiently - implementation; (c) The performance can be controlled and measured to determine the extent of reaching the goals - control. In order to implement the plan by utilizing obtaining and utilizing the necessary
• Let us now classify managers in the organization.
• Managers are customarily classified vertically in organizations as top, middle, or first-line managers.
• First-line managers are usually called supervisors. They are responsible for directing the day-today activities of operative employees.
• Middle managers manage other managers – and possibly some operative employees – and are typically responsible for translating the goals set by top management into specific details that lower-level managers can perform.
• Top managers are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members.
• The other major difference in management jobs occurs horizontally across the organization:
• Functional managers are responsible for departments that perform a single functional task and have employees with similar training and skills. Functional departments include manufacturing, marketing, finance, and human resources.
• Line managers are responsible for the manufacturing and marketing departments that make or sell the product or service.
• Staff managers are in charge of departments such as finance and human resources that support line departments.
• General managers are responsible for several departments that perform different functions. Project managers also have general management responsibility, because they coordinate people across several departments to accomplish a specific project.

The Process of Management

• We have now reached the stage where we can describe and categorize what exactly managers do in organizations and exactly how they do this.
• In the early twentieth century, the French industrialist Henri Fayol wrote that all managers perform five management activities of planning, organizing, commanding, coordinating, and controlling referred to as management process or functions of management.
• Planning encompasses defining an organization’s goals, establishing an overall strategy for achieving those goals, and developing a comprehensive hierarchy of plans to integrate and coordinate activities.
• Organizing includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
• Fayol called commanding as ‘maintaining activity among the personnel’. It involves instructing and motivating subordinates to carry out tasks.
• Coordinating is the task of harmonizing the activities of individuals and groups within the organization, reconciling differences in approach, timing and resource requirements in the interest of overall organizational objectives.
• Controlling is the task of monitoring the activities of individuals and groups, to ensure that their performance is in accordance with the plans, standards and objectives set for them. Deviations must be identified and corrected.

Let us now perform two activities in order to understand Henri Fayol’s functions of management.

Tutorial Activity 1.1

Using Fayol’s functions of management, indicate under which of the five headings the activities below fall:

1. Ensuring that the sales department does not exceed its budget.

2. Deciding which products will form the main thrust of advertising during the next financial year.

3. Ensuring that new working practices are communicated to the workforce.

4. Ensuring that the sales department liaises with production on delivery dates.

5. Changing work schedules to reduce idle time.

Tutorial Activity 1.2

Brainstorm some alternative terms to replace or add to the term ‘commanding’.

• A process is a systematic way of doing things. We refer to management as a process to emphasize that all managers, regardless of their particular aptitudes or skills, engage in certain interrelated activities in order to achieve their desired goals.
• In December 1961, Harold Koontz published an article in which he carefully detailed the diversity of approaches to the study of management-functions, quantitative emphasis, human relations approaches-and concluded that there existed a “management theory jungle”. Koontz conceded that each of the diverse approaches had something to offer management theory, but he then proceeded to demonstrate that many were only management tools. He felt that a process approach could emphasize and synthesize the diversity of approaches. The process approach, originally introduced by Henri Fayol, is based on the performance of the activities of planning, organizing, leading, and controlling circularly and continuously.
• Most management textbooks still continue to be organized around Fayol’s basic management functions, although they have now been condensed to the four basic management functions of planning, organizing, leading, and controlling.
• We can thus say that management is the process of planning, organizing, leading, and controlling the efforts of organization members and of using all other organizational resources to achieve stated organizational goals.
• Planning encompasses defining an organization’s goals, establishing an overall strategy for achieving those goals, and developing a comprehensive hierarchy of plans to integrate and coordinate activities.
• Organizing includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
• Leading involves directing, influencing, and motivating employees to perform the required tasks, and resolving conflicts among members.
• Controlling is the task of monitoring the activities of individuals and groups, to ensure that their performance is in accordance with the plans, standards and objectives set for them. Deviations must be identified and corrected.
• The management process is the set of ongoing decisions and work activities in which managers engage as they plan, organize, lead, and control. What this means is that as managers manage, their work activities are usually done in a continuous manner-that is, in a process – Robbins & Coulter. The interactive Nature of the Management Process
 
Management Consulting Courses Courtesy IIM

Accelerated Management Workshops in Las Vegas, USA
Building advanced business knowledge and management best practices:

  1. Training Workshops: Management Leadership Course
    Building and managing leadership success
  2. Training Workshops: Human Resources Management (HRM) Course
    Planning, building and managing human capital
  3. Training Workshops: Marketing Management Course
    Planning, building and managing markets and customers
  4. Training Workshops: Management Accounting Course
    Planning, controlling and auditing accounting reports
  5. Training Workshops: Finance Management Course  
    Planning, building and managing enterprise finance system
  6. Training Workshops: Managerial Economics Course
    Understanding and leveraging local and global economic forces
  7. Training Workshops: Business Law & Managerial Ethics Course
    Protecting assets, managing risk and promoting social responsibility
  8. Training Workshops: Operations Management Course
    Planning, building and managing enterprise operation systems
  9. Training Workshops: MIS / IT Management Course
    Planning, building and managing information systems
  10. Training Workshops: Business Strategy Management Course
    Planning, implementing and managing business strategies

Online Distance Learning (ODL) Courses (Worldwide Access)

  1. Management Leadership Course - Online Distance Learning
    Building and managing leadership success
  2. Human Resources Management (HRM) Course - Online Distance Learning
    Planning, building and managing human capital
  3. Marketing Management Course - Online Distance Learning 
    Planning, building and managing markets and customers
  4. Management Accounting Course - Online Distance Learning
    Planning, controlling and auditing accounting reports
  5. Finance Management Course - Online Distance Learning
    Planning, building and managing enterprise finance system
  6. Managerial Economics Course - Online Distance Learning
    Understanding and leveraging local and global economic forces
  7. Business Law & Ethics Course - Online Distance Learning
    Protecting assets, managing risk and promoting social responsibility
  8. Operations Management Course - Online Distance Learning
    Planning, building and managing enterprise operation systems
  9. MIS / IT Management Course - Online Distance Learning
    Planning and managing enterprise information systems
  10. Business Strategy Management Course - Online Distance Learning
    Planning, implementing and managing business strategies

 

 

 

 



Management Consulting
Resources

Executive Education: Leadership Courses & Management Courses in Las Vegas USA
Management Training
Courses in
Las Vegas, USA
Leadership Training & Management Courses in Las Vegas

CEO Club - CEO's Global Business Club
CEO Club
CEO executive networking and development club

Las Vegas Graphic Design, Web Design & Online Marketing
Las Vegas Graphic & Web Design
Professional
Graphic Design & Web Design in Las Vegas

Management  Best Practices
Management Best Practices

World Online Education
World Education Portal

Management Consulting Courses
Management Consulting Courses

Management Training Courses
Management Training Courses

Business School Online
Online Business Schools

Open Courseware
Free Open Courses

Online Business Courses
Business Schools Online

Business Management Courses
Business Management Courses

CEO Magazine
CEO Magazine

CEO Library
CEO Library

CEO Club
Executive Networking

CEO Books
CEO Books

MBA Review
Review of MBA Programs

Best MBA
Ranking of World's Best MBA Programs

MBA distance Learning
Online MBA

Top Ranking MBA
Ranking of Top MBA Programs

Online Executive MBA
Online Executive MBA Programs

Accelerated MBA
Accelerated MBA Programs

Home | About Us

Top of page