WEEK 01

INTRODUCTION TO
MANAGEMENT &
ORGANIZATION

Lecture Outline

Brief Introductory Session

Lecture 1 # Learning Objectives

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INTRODUCTION TO MANAGEMENT
CHAPTE
R 1

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LEARNING OBJECTIVES

 To explain why managers are important to

organizations.
 To tell who managers are and where they
work.
 To describe the functions, roles, and skills of
managers.
 To describe the factors that are reshaping and
redefining the manager’s job.
 To explain the value of studying management.

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WHAT IS AN
ORGANIZATION?
A deliberate arrangement of group of
people, resources and methods at one place
to accomplish an organizational
GOAL – A short statement
objective/goals. about a desired outcome to
be achieved in the long-run
maybe in next 5-10years.

OBJECTIVE – A SMART
statement that is achievable
within a small-time frame to
attain a certain goal.

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5
CONSTITUENTS OF AN
ORGANIZATION

1.Organizational goal;
2.Human resource (people);
3.Material resources;
4.Methods.

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 WHAT IS MANAGEMENT?
R(s)

Manag Managers
Do the
e Managem
ent!
MEN
MANAGEMENT T
 A Process of Managing and administrating a
series of inter-related functions of an
organization regardless of their size, type and
nature.
 An Activity as the art of getting things done
through the efforts of other people. 7
 WHAT IS MANAGEMENT?
R(s)

Manag Managers
Do the
e Managem
ent!

MEN
MANAGERS
 Who are managers? T
 Why are managers
important?
 What are different
managerial levels? 8
WHO ARE MANAGERS?
Manager - Someone who coordinates
and oversees the work of other people
so that organizational goals can be
accomplished.
A manager’s job is not about personal
achievement - it’s about helping
others do their work.

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WHY ARE MANAGERS
IMPORTANT?
 Organizations need their
managerial skills and abilities
more than ever in these
uncertain, complex, and
chaotic times.
 Managerial skills and abilities
are critical in getting things
done.
 The quality of the
employee/supervisor
relationship is the most
important variable in
productivity and loyalty. 10
 In a
traditionally
structured
organization,
managers can
be classified
as:
1. First-line
manager;
2. Middle
manager;
CLASSIFYING 3. Top
manager.
MANAGERS
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CLASSIFYING
MANAGERS
 First-line Managers
Individuals who manage the work of non-
managerial employees.
 Middle Managers
Individuals who manage the work of first-line
managers.
 Top Managers
Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.
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MANAGEMENT LEVELS IN AN
ORGANIZATION

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WHERE DO MANAGERS
WORK?
 Organization - A deliberate arrangement of
people assembled to accomplish some specific
purpose (that individuals independently could
not accomplish alone).
 Common Characteristics of Organizations:
 Have a distinct purpose (goal);
 Are composed of people;
 Have a deliberate structure.

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 WHAT IS MANAGEMENT?
R(s)

Manag Managers
Do the
e Managem
ent!

MEN
T
 What do we mean by Efficiency and
Effectiveness in management?
 What do managers do?
 What are key management functions,
managerial roles and managerial 15
WHAT IS MANAGEMENT?

Management – It is the task of

getting results through others by
coordinating their efforts.
Just as the mind coordinates and
regulates all the activities of a
person, management coordinates
and regulates the activities of
various members of an organization.
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MANAGEMENT - DEFINITION

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WHAT IS MANAGEMENT?

 It involves coordinating and

overseeing the work activities of
others so that their activities are
completed efficiently and
effectively.

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MANAGERIAL
CONCERNS

Efficiency Effectiveness

“Doing “Doing the

things right”! right things”!
Getting the most Attaining
output for the organizational
least inputs. goals.
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EFFICIENCY AND EFFECTIVENESS IN
MANAGEMENT

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WHAT DO MANAGERS
DO?

Three Approaches to Defining

What Managers Do:
1. Functions they perform.
2. Roles they play.
3. Skills they need.

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MANAGERIAL
FUNCTIONS
 Planning - Defining goals, establishing
strategies to achieve goals, and developing
plans to integrate and coordinate activities.
 Organizing - Arranging and structuring
work to accomplish organizational goals.
 Leading - Working with and through people
to accomplish goals.
 Controlling - Monitoring, comparing, and
correcting work.

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MANAGEMENT FUNCTIONS

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MANAGERIAL ROLES
Roles are specific
actions or behaviors
expected of a manager.
Mintzberg identified 10
roles grouped around
interpersonal
relationships, the
transfer of information,
and decision making.
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MINTZBERG’S MANAGEMENT ROLES

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 Mintzberg’s Managerial Roles
Categ
Role Activity Examples
ory
Perform social and Greet visitors, sign legal
Figurehead – legal duties, act as documents, attend ribbon
The symbolic leader. cutting ceremonies,
Symbolic host receptions, etc.
Interpersonal

Head
Direct and Includes almost all
Leader – The motivate interactions with
Direction- subordinates, subordinates.
setter select and train
employees.

Establish and Business correspondence,

Liaison – maintain participation in meetings
The Network contacts within with representatives
Manager and outside the of other divisions or
organization. organizations.
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 Mintzberg’s Managerial Roles
Catego
Role Activity Examples
ry
Monitor – Seek and Scan/read trade press,
The Nerve acquire periodicals, reports;
Center of work-related
attend seminars and
Information information.
training; maintain
personal contacts.
Informational

Disseminat Communicate/ Send memos and reports;

or –The disseminate inform staffers and
Transmitter information subordinates of decisions.
to others
within the
organization.
Spokespers Communicate/ Pass on memos, reports
on – Expert transmit and informational
on information materials; participate in
Organizatio to outsiders. conferences/meetings
and report progress.27
n’s Industry
 Mintzberg’s Managerial Roles
Catego
Role Activity Examples
ry
Entrepreneur – Identify new ideas Implement innovations; Plan for
The and initiate the future
Opportunity improvement
projects.
Finder &
Project Initiator
Disturbance Deals with disputes Settle conflicts between
Decisional

Handler – The or problems and subordinates; Choose strategic

Corrector takes corrective alternatives; Overcome crisis
action. situations.

Resource Decide where to Draft and approve of plans,

Allocator – The apply resources. schedules, budgets; Set priorities.
Decision maker

Negotiator – Defends business Participates in and directs

The interests. negotiations within team,
Representator department, and organization.
of the
Organization 28
SKILLS MANAGERS
NEED
1. Technical skills
 Knowledge and proficiency in a specific field.
 It is the ability to work with things.
2. Human skills
 The ability to work well with other people.
 It is also referred to as ‘people skills’.
3. Conceptual skills
 The ability to think and conceptualize about abstract
and complex situations concerning the organization.
 It is the ability to work with ideas and concepts.

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EXHIBIT 1-6: SKILLS NEEDED AT DIFFERENT
MANAGERIAL LEVELS

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MANAGEMENT SKILLS
Technical skills
The ability to apply specialized
knowledge or expertise.

Human skills
The ability to work with,
understand, and motivate other
people, both individually and in
groups.

Conceptual Skills
The mental ability to analyze and
diagnose complex situations.
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CHALLENGES IMPACTING THE
MANAGER’S JOB

The Importance of Customers

o Customers: the reason that organizations exist.
 Managing customer relationships is the
responsibility of all managers and employees.
 Consistent high-quality customer service is
essential for survival.

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CHALLENGES IMPACTING THE
MANAGER’S JOB

The Importance of
Innovation
o Doing things differently, exploring new
territory, and taking risks.
 Managers should encourage employees to be aware
of and act on opportunities for innovation.

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CHALLENGES IMPACTING THE
MANAGER’S JOB

The Importance of
Sustainability
o Sustainability - A company’s ability to
achieve its business goals and increase
long-term shareholder value by integrating
economic, environmental, and social
opportunities into its business strategies.

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EXHIBIT 1-8: CHANGES FACING MANAGERS

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THE VALUE OF STUDYING MANAGEMENT

 The universality of management

 Good management is needed in all organizations.
 The reality of work
 Employees either manage or are managed.
 Rewards and challenges of being a
manager
 Management offers challenging, exciting and
creative opportunities for meaningful and fulfilling
work.
 Successful managers receive significant monetary
rewards for their efforts.
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WHY STUDY MANAGEMENT?

Universality of Management
 The reality that management is
needed:
 in all types and sizes of organizations;
 at all organizational levels;
 in all organizational areas;
 in all organizations, regardless of location.

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EXHIBIT 1-9: UNIVERSAL NEED FOR
MANAGEMENT

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EXHIBIT 1-10: REWARDS AND CHALLENGES OF
BEING A MANAGER

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REFERENCE READING

Reference Reading
 Robbins, S., & Coulter, M. (2012). Management.
11th Edition. Pearson Education.
 Chapter 1: Management and Organizations.
Post Class Readings
 Chapter 1: Nature and Scope of Management.
 Chapter 3: Skills Approach.

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