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CHAPTER 1-Introduction To Management

This document provides an introduction to management. It discusses key concepts such as the definition of management, management functions, and managerial performances. It also describes the different levels and skills required of managers, including technical, human, and conceptual skills. Finally, it outlines Mintzberg's managerial roles which help managers in interpersonal, informational, and decisional capacities within an organization.

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WAN AINNUR IMAN SOFFIA WAN IDRIS
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© © All Rights Reserved
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31 views

CHAPTER 1-Introduction To Management

This document provides an introduction to management. It discusses key concepts such as the definition of management, management functions, and managerial performances. It also describes the different levels and skills required of managers, including technical, human, and conceptual skills. Finally, it outlines Mintzberg's managerial roles which help managers in interpersonal, informational, and decisional capacities within an organization.

Uploaded by

WAN AINNUR IMAN SOFFIA WAN IDRIS
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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CHAPTER 1:

Introduction to
Management
FUNDAMENTALS OF
MANAGEMENT (MGT 162)
Concept of management

Management functions

Learning Managerial performances


Objective
Levels and Skills of Managers.

Mintzberg’s Managerial Roles


◦ Management is the process of administering
and coordinating resources effectively,
Definition efficiently, and to achieve the goals of the
organization.
A group of individual - They are made up of people
which two or more people who work together.

Management structure – Identify the roles and


responsibility of the job to ensure every worker knows
their job description and responsibility. They also know
whom they have to report to and refer.

Organization
Organizational goals - They have goals to achieve.
They are interacting with each other to achieve a
common goal or a set of goals.

Examples of an organization: Hospitals, UiTM, School.


Performance efficiency Performance effectiveness
Measuring The ability to do the things right. An
efficient manager is a manager who can
The ability to choose the right goals
e.g. If the demand in the market for cars
Managerial achieve outputs/ results as expected.
Managers who are able to utilize &
minimize the cost of resources such as
is form small, compact & economical
cars, but the manager chooses to

Performances
produce & manufacture big, luxury &
staff, finance, equipment & raw material. expensive cars, the manager is considered
to be ineffective
Planning
Includes defining goals, establishing strategy & developing
plans to coordinate activities.

Organizing

Four Determine what tasks are to be done, who is to do them, how


the task are to be grouped, who reports to whom & where
decisions are to be made.

Functions of Leading

Management Includes motivating subordinates, directing others,


selecting the most effective communication channels, &
resolving conflicts.

Controlling
Monitoring activities to ensure that they are being
accomplished as planned & correcting any
significant deviations.
Managerial Level
Technical skills
Ability to use the procedures, techniques, &
knowledge of a specialized field.

Human skills
Skill Of Is a skill that gives a manager the ability to
work effectively with other people. It includes

Managers the ability to motivate, understand, lead &


communicate, which a manager needs
throughout his work.

Conceptual skills
They are mental capabilities that help
managers see the whole enterprise as well as
the relationships that exist among the various
parts in the organization.
Interpersonal Roles
Help manager in managing the
organization smoothly.

Mintzberg’s Informational Roles

Managerial Assists manager in receiving &


communicating the information to
make the right decision.
Roles
Decisional Roles
Assists managers in making decisions
that solve problem or analyze & take
advantage of opportunities.
Interpersonal Roles

Figurehead Leader Liason

A person who
Represent the A person who is performs and interacts
organizations in responsible for hiring, with other people
managerial capacity training and motivating outside the
as head of unit subordinates in the organization such as
organization suppliers, customers,
competitors
Informational Roles

Monitor
• Seeks and receives information from internal and external environment.

Disseminator
 After filtering the information, managers will transmit information received to the employees

Spokesperson
• Managers as spokesperson will transmit information to outsiders
Decisional Roles

Resource Disturbance
Entrepreneur Negotiator
Allocator Handler

 Responsible for  Responsible for  Responsible for


• Think and act as allocation of the corrective representing the
entrepreneur resources in the actions when organization at
organization. organization major
Manager need to faces important, negotiations
identify to whom unexpected
and when disturbances
resources need
to be allocated.
~THE END~
"Management is, above
all, a practice where art,
science, and craft meet"
- Henry Mintzberg -

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