Management

 Introduction to Management

Antony Andrew,
Senior Lecturer in Management
An Introduction to Management
 There’s no doubt that the world has changed, is
changing, and continues to change.
 The dynamic nature of today’s organizations means
both rewards and challenges for those individual who
will be managing those organizations. Management is a
dynamic discipline and a course pack on the subject
must undergo significant changes to prepare you to
manage under these conditions.
An Introduction to Management
Cont..

Management
Management is the creative problem solving process of
planning, organizing, leading, and controlling an organization’s
resources to achieve its mission and objective.

Management is a set of functions directed at the efficient and

effective utilization of resources in the pursuit of organizational
goals.
Cont…..

 By efficient mean using resources wisely and in cost-

effective manner.
 By effective, mean making right decision and
successfully implementing them.
 In general, successful organizations are both efficient
and effective.
 Efficient Reaching goals and Not reaching goals
(most resources not wasting and not wasting
contribute to resources resources
production)

Inefficient Not reaching goals

Reaching goals and
(few resources and wasting
contribute to wasting resources
resources
production)

Effective Ineffective
(substantial (little progress
progress toward toward
organization organization
goals) goals)

Goal
Accomplishment
Management process
Management Function/ Process

 Planning and Decision-making:

Planning means setting an organizational goal and
deciding how best to achieve them. Decision-making,
part of the planning process, involves selecting a course
of action from a set of alternatives.

 Organizing:
Next management function is to organize people and
groups to carry out the plan. Organizing involve
determining how activities and resources are to be
grouped.
Cont…..
 Leading
Leading is the set of processes used to get people to
work together to advance the interest of the
organization.

 Controlling
Controlling, or monitoring the organization’s progress
toward its goals.
Manager

 A manager is someone whose primary activities

are part of the management process.

 In particular, a manager is someone who plans

and makes decisions, organizes, leads, and
control human, financial, physical, and
information resources.
Kind of Managers

 There are many different kinds of managers. Managers

within an organization can be differentiated by level and
area.

 Level of Management
Manager can be differentiated according to their level in
the organization. The most common view considers
three basic levels: top, middle and first-line managers.
Cont…
 Top Managers
Top manager make up the relatively small group of
executive who manage the overall organization. Titles
found in this group include president, vice president and
chief executive officer (CEO).

An organization’s top managers establish its goals,

overall strategy, and operating policies.
 Middle Managers
Middle management is probably the largest group of
managers in most organizations.

Common middle management group include plant manager,

operations manager, and division head.

Middle managers are primarily responsible for implementing

the policies and plans developed by top management and for
supervising and coordinating the activities of lower- level
managers.
Cont….

 First- Line Managers

First- Line Managers supervise and coordinate the
activities of operating employees. Common titles for
first- line managers are foreman, supervisor, and office
manager.
Area of Management

 Marketing managers
 Financial Managers
 Operations Managers
 Human Resource Managers
 Administrative managers
 Other Kind of Managers
 Critical Roles and Skill

 Certain roles and skill are usually required of all

managers, no matter what their specialty or level.

 The concept of role, in this sense, is similar to the role

an actor plays in a theatrical production.

 A person does certain things, meets certain needs in the

organization, and has certain responsibility.
Management skills are the talent necessary for effective
performance.
Managerial Roles

 Interpersonal Roles:
There are three interpersonal roles inherent in the
manager’s job. Figurehead, leader, and liaison involve
dealing with other people.

 Informational Roles:
Monitor, disseminator, and spokesperson involve the
processing of information.

 Decisional Roles
Entrepreneur, disturbance handler, resource allocator, and
negotiator primarily related to decisions that must be
made.
Managerial Skills

 Technical Skills
Technical skills are the skill necessary to accomplish
specialized activities. They are generally with the
operations of the organization.

Technical skills are especially important for first- line

managers.

These managers spend much of their time training

subordinates answering questions about work- related
problems.
Interpersonal Skills
Managers spend considerable time interacting with people
both inside and outside the organization.

Conceptual Skills
Conceptual skills depend on the managers’ ability to think
in the abstract.

Diagnostic and Analytic skill

A manager can diagnose and analyze a problem in the
organization by studying its symptoms and then
developing a solution.
Organization

 Organization as a group of two or more people working

together in a structured fashion to attain set of goals.

Types of Organization
 Profit- Seeking organizations
 Large Business
 Small Business
 International Business

 Not- for – profit Organizations

 Government Organizations
 Educational Organizations
 Healthcare Facilities
 Non traditional organization
Why organizations are needed.

 Organizations serve society:

 Organizations Accomplish objectives:
 Organizations preserve knowledge:
 Organizations provide careers.
Organizational Objectives

 Objectives are specific statement of anticipated result that

further defines the organization’s goals.

 An objective is simply a statement of what is to done and

should be stated in terms of results.

 An organization objectives should be SMART.

 S - Specific
 M - Measurable
 A – Attainable
 R - Result-oriented
 T - Time-limited
Objectives are important to the organization for
these reasons
 They provide specific direction

 They provide for the integration of employee actions.

 They provide mechanisms for control.

 They motivate those who are assigned the task of

accomplishing them.

 They help relieve boredom by providing a way of keeping

score.
Cont…..
 Feedback on the attainment of objective can help
recognition

 Achieving objectives helps raise self esteem.

 Achieving objectives when combined with feedback can

lead to increasing linking for the task and increasing
satisfaction with performance.
Efficiency, Effectiveness and Productivity

 Efficiency
The ability to do things right is an “input, output”
concept.

An efficient manager is one who achieves outputs or

results that measure up to the inputs used to achieve
them.

Managers who are able to minimize the cost of the

resources needed to achieve goals are acting efficiently.
Cont….

 Effectiveness
 In contrast involves choosing the right goals.
 A manager who selects an inappropriate goal is an
ineffective manager.
 “Effectiveness is the key toan organizations success”.
Cont…
 Productivity
Productivity is an economic measure of
efficiency indicating what is produced relative
to resources used to produce it.

Productivity = Output
Input
 Social Responsibility
Social responsibility is the obligation to protect
and enhance the societal context in which the
organization functions.
What managers really do?

 Managing individual performance

 Instructing subordinates
 Planning and allocating resources
 Coordinating groups
 Managing group/ department performance
 Monitoring business environment
 Representing own staff
 Nature of Management

The following are the important features or characteristics of

management.

1.Management is getting things done:

A manager does not do any operating work himself but gets it done through
others. He must motivate the subordinates for the accomplishment of the
task assigned to them.
2. Management is an organized activity:
Management is a process of organized activity. It is
concerned with the efficient use of resources like men,
money and materials in the organization.

3. Management is a group activity:

Management cannot exist independent of the group or
organization it manages. It is a cardinal part of any group
activity and inspires workers to put forth their best efforts.
4. Management is a universal activity:
Management is a universal phenomenon. However,
management principles are not universally applicable but
are modified to suit the given situation and the type of
organisation.

5. Management is purposeful: Management is a goal

oriented activity. It is concerned with the accomplishment
of goals through its various functions like planning,
organizing, staffing, directing, and controlling.
6. Management is a process:

Management is a process which involves planning,

organizing, directing and controlling the efforts of human
resources in the use of material resources.

7. Management is an integrating process:

Management integrates men, machines and materials for

performing various operations and accomplishing the
stated goals.
8. Management is intangible:

Management is abstract and cannot be seen with the eyes.

It is evidenced by the quality of the organisation and the
results. Thus, feeling of management is result-oriented.

9. Management is a profession:
Management is a profession because some of its
established principles are being applied in practice.
10. Management is a science and an art:
Management has developed certain principles and laws which have
wide applications. So it is treated as a science. It is also an art, because
it is concerned with the application of knowledge for the solution of
organisational problems.
Management is dynamic:
Management is dynamic because it adapts itself to the social changes
and introduces innovation in methodology.
12. Management involves decision-making:
Management process involves decision-making at various levels for
getting things done by others. It involves selecting the most appropriate
alternative out of the several.
13. Management applies economic principles.
Management is the art of applying the economic
principles that underline the control of men and materials
in the organization.

14. Management is concerned with direction and control:

Management is concerned with the direction and control of
the various activities. It deals particularly with the active
direction of the human effort.