CHAPTER 1 : THE MANAGEMENT CHALLENGE

MANAGEMENT
− Planning

− Controlling:

− Organizing:

− Leading: The process of achieving organizational goals and objectives effectively and
efficiently through planning, organizing ,leading ,and controlling the human ,material,
financial resources available to it

MANAGEMENT ROLE

− Planning:

− Innovating:

− Operating and controlling:

− Suggest that all managers may be involved with the operational aspect of management but
as they are promoted up the hierarchical pyramid ,and they develop their carriers,their role
becomes increasingly one of planning ,innovation and leadership.
− Managers are told that there is nothing wrong with strategy ,the problem is that they are not
executing it well.Managers end up as anxious task masters demanding
performance,pushing targets at people.

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LEVEL OF MANAGEMENT
− Manager’s role change as they move up an organization so that at the junior level they
are more concerned with the detail than with the overall picture
− Supervisor engine with worker directly ,immediately face to face ,junior manager have
delegated authority to take decisions at the operational levels ,while supervisor have
responsibility but not authority
− The supervisor has accountability without control, so is answerable but can not decide
− A junior sale manager may be heavily involved in selling or supervising a small
number of sale people .At middle management level a sales manager may control area
or a department ,unit or section ,organizing and controlling a number of junior sales
manager and having an input into planning the sales strategy .the sales director will be
mainly responsible for ensuring that the sales strategy of the organization assists in
meeting its objectives

THE MANAGEMENT FUNCTION

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MANAGEMENT LEVELS

− Junior managers are working at ,or very close to ,the operational level and
may have titles such as foreman ,team leader ,coordinator , operational
manager ,supervisor
− .their role is to coordinate the work of non-managerial employees and to
have direct responsibility for machinery and materials ,supervise and fill in
when needed in order to maintain the smooth operation of the system,
delegated authority, make decisions at an operational level.
− Middle managers are usually accountable are usually accountable for the
work of junior managers and they in turn report to senior management ,have
limits to their responsibilities so that the store manager may not control
pricing policy advertising or training but maybe involved in making sure
that these policies are implemented.
− Senior managers are the executives, at the highest level of the
organization ,responsible for its overall direction and coordination and for
directing its major activities ,company planning, organizing directing and
controlling , providing strategic leadership to company.

FACTORS IN THE MANAGEMENT OF CULTURES

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FORCE FIELD DIAGRAM

− In forcefield theory any behaviour can be seen as the result of an equilibrium

between and retraining forces, with driving forces pushing one way and the
restraining forces the other
− As increase in driving forces , say an autocratic style of management ,may
increase the level of active restraining forces, say distrust ,resistance
− New technology, changes in raw materials supply and competition are among
factors which create a need for change , but these driving factors can also be
seen slightly different terms :time , turbulence, interdependence.

MANAGING CHANGE

− Indicate the time taken by most people to move from one stage to the next a deep
curve can indicate a length period of resistance and exploration before there is
commitment at one extreme there may be an intense period of denial and resistance ,
with people on the impact the change will have on them personally
− The program for change will include
− Leadership: from a person who provides a clear statement of the vision and
objectives
− Coherence: agreement on the operational tasks and goals consistent with the
strategic view
− Communication: the provision of clear and appropriate information to the relevant
people about what is happening
− Timing: decisions on when to take action
− Structure: a structured approach which moves logically through an understanding
of the forces for change to the agreement on the management of the change process

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EIGHT STEPS TO TRANSFORMING YOUR ORGANISATION