Management Fundamentals Session 1 - Introduction
Management Fundamentals Session 1 - Introduction
INTRODUCTION TO MANAGEMENT
G R A D U AT E D I P L O M A I N M A N A G E M E N T
MANAGING IN
TURBULENT TIMES
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INTRODUCTION TO ORGANISATIONS
• A group of people working together to over a period of time to achieve a common goal or an
objective.
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CLASSIFICATION OF ORGANISATIONS
Organisations
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WHAT IS MANAGEMENT?
• Manager : Someone who get things done with the aid
of people and other resources.
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WHAT MANAGERS DO?
Planning
Resources Performance
•Human •Attain goals
•Financial •Products
•Raw Materials Controlling Organising •Services
•Technology •Efficiency
•Information •Effectiveness
Leading
– Top management are responsible for the entire organisation : President, chairperson, executive
directory, chief executive officer (CEO) etc.
– Middle managers are responsible for business units : Departmental head, Divisional head, Manager of
quality control etc.
– First line managers are responsible for production of goods and services : Supervisor, line manager,
section chief, office manager etc.
• Horizontal
– Functional managers are responsible for departments that perform specific tasks : advertising, sales,
finance, human resources etc.
• Three categories of skills: Conceptual skills, Human skills and Technical skills.
specialised knowledge.
– Technology
– Globalisation
Interpersonal
• Figurehead
• Leader
• Liaison
Decisional
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
Monitor Seek and acquire work related information Scan/read trade press, periodicals,
reports; attend seminars and training;
maintain professional contacts
Disseminator Communicate/ disseminate information to others within Send memos and reports; informs
the organization staff and subordinates of decisions
Spokesperson Communicate/transmit information to others outside the Pass on memos, reports and
organization informational materials; participate in
conferences/ meetings
Figurehead Perform social and legal duties, act as symbolic leader Greet visitors, sign legal documents,
attend ribbon cutting ceremonies,
host receptions etc.
Leader Direct and motivate subordinates, select and train Include almost all interactions with
employees subordinates
Liaison Establish and maintain contacts within and outside the Business correspondence,
organization participation in meetings with
representatives of other divisions or
organizations.
Entrepreneur Identify new ideas and initiate improvement projects Implement innovations; plan for the
future
Disturbance Deals with disputes or problems and takes Settle conflicts between subordinates;
handler corrective action Choose strategic alternatives; Overcome
crisis situations
Resource allocator Decide where to apply resources Draft and approve of plans, schedules,
budgets; set priorities
industry
specialization.
General approach
Criticisms Contributions
• Developed standard method for
• Did not appreciate the social • Demonstrate the importance of performing each job.
• Selected workers with
context of work and higher needs compensation for performance. appropriate abilities for each job
of workers. • Initiated the careful study of • Trained workers in standard
method
• Did not acknowledge variance tasks and job. • Supported workers by planning
work and eliminating
among individuals. • Demonstrated the importance of interruptions.
• Tended to regard workers as personnel selection and training. • Provided wage incentives to
workers for increased output
uninformed and ignored their
ideas and suggestions.
• Authority : Managers must be able to give orders, and authority gives them the right.
• Discipline : Employees must obey and respect the rules that govern the organisation.
• Unity of command : Every employee should receive orders from only one superior.
• Unity of direction : The organisation should have a single plan of action to guide managers and workers.
• Subordination of individual interest to the general interest : The interest of any one employee or group of
employees should not take precedence over the interest of the organization as a whole.
• Centralization : This term refers to the degree to which subordinates are involved in decision making.
• Scalar chain : The line of authority from top management to the lowest ranks is the scalar chain.
• Order : People and materials should be in the right place at the right time.
• Stability of tenure of personnel : Management should provide orderly personnel planning and
ensure that replacements are available to fill vacancies.
• Initiative : Employees are allowed to originate and carry out plans will exert high levels of effort.
• Esprit de corps : Promoting team spirit will build harmony and unity within the organization.
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HUMANISTIC PERSPECTIVE/
BEHAVIOURAL APPROACH
management
– Self-Managed Teams
– Corporate Culture
Standing in a long, snacking line with impatient children isn’t a parent’s idea of a good time. The Walt Disney Company
used quantitative techniques to develop FASTPASS, a sophisticated computerized system that spares parents the ordeal
for the most popular rides. Disney theme parks have machines that issue coupons with a return time that’s been
calculated based on the number of people standing in the actual line, the number who have already obtained passes, and
each rider’s capacity.
Contingency view
• Closed systems : Not influenced by and do not interact with the environment.
• Organisations are made up of interdependent factors such as individual goals, attitude, motives,
formal structures, goals and authority.
– That decisions and actions in one organisational area will affect other areas
– That organisations are not self contained and they will rely on the environment for essential
inputs and as outlets to absorb their outputs.
– Continuous improvement
– Process focussed
– Accurate measurement
– Empowerment of employees
perspectives
• Supply Chain Management – managing supplier and purchaser relationships to get goods to
consumers