Introduction to Managent

Definition

Management is the process of coordinating all resources

through the five major functions of planning, organizing,
staffing, directing /leading and controlling.

In the above definition there are three key concepts

Coordination of all resources:

The five managerial functions:

Objectives: are basically profit maximization or cost minimization

 WHY WE USE THESE MANAGERIAL FUNCTIONS?

To achieve stated objectives

Definition (continued)

Management is the art of getting things done

through other people by making the
atmosphere conducive for others.

Who are managers?

 Managers: are those person in the position of

authority who make decisions to commit (use)
their resources and the resources of others
towards the achievement of organizational
Managerial Functions

Planning :
what are activities and features to be considered under
this function?
Activities:
Selecting missions and objectives and the actions to achieve
them.
 Requires decision making.
 Planning bridges the gap between where we are to where
we want to be in a desired future.
 It maps out courses of action that will commit individuals,
departments and the entire organization for days, months
and years to come.
Managerial function (continued)

Organizing:
What are activities and features to be considered under this function?
Activities and features :
 focuses on allocating and arranging human and non-human resources so
that plans can be carried out successfully
 Organizing develops the structure to reach these goals.
 Determine which tasks are to be done
 It involves creating job positions with assigned duties and responsibilities,
arranging positions into hierarchy by establishing authority–reporting
relationship
Brainstorming questions: Is organizing a one time activity which we will
do and then forget?
Managerial function(continued)

Staffing:

what are activities and features to be considered under this

function?
Activities and features :
 Involves filling and keeping filled the positions in the
organization structure.
 Recruiting, selecting, placing, orienting, training and
promoting both candidates and existing employees.
 Staffing is concerned with human resource of the
organization.
Managerial functions(continued)

DIRECTING/LEADING :
What are activities and features to be considered
under this function?
Activities and features :
 It involves influencing others to engage in the work behavior
necessary to reach organizational goals
 Leading is the most complex managerial function. Why?
1. Because it deals with complex human behavior

2. Because most problems in organizations arise from

people, their desire and behavior
Managerial functions(continued)

CONTROLLING:
what are activities and features to be considered
under this function?
Activities and features :
 It deals with establishing standards
 measuring performances against established
standards
 dealing with deviations from established standards
Significance of
management

Why we use management functions?

Importance:
 It is important for personal life.
 It affects the accomplishment of social, economic,
political and organizational goals.
 Without management effort will be wasted.
Levels of management
 Is management the same throughout an
organization? Yes and No
Yes: because all managers perform the five managerial
functions.
No: because despite the fact that they perform all
managerial functions, they perform it with different
emphasis and scope.
Managers can be divided based on two criteria.
These are:
 Levels of management (vertical difference)

 Scope of responsibilities (horizontal difference)

Levels of management(continued)

Types of Managers based on levels of management:

What does it mean by level?

 Level refer to hierarchical arrangement of managerial

positions or persons in an organization.

 How these levels are distinguished? What

functions are performed at each level?
Levels of management(continued)

Top Level Managers:

 Are managers who are at the top of the organizational hierarchy and
are responsible for the entire organization.

They are usually few in number and include the organization’s most
important managers

 Develop overall structure of the organization.

 Spent much of their time in planning and dealing with middle level
managers and other subordinates.

 Top-level managers take the credit or blame for organizational

success and failures respectively.
Levels of management(continued)

Middle Level Managers:

Middle level managers occupy a position in an organization that is
above first-line management and below top management.

 Often coordinate and supervise the activities of lower level managers.

 Receive broad/overall strategies from top managers and translate it

into specific objectives and plans for First-Line Mangers/operating
managers.

E.g. Academic deans, Division Head, Plant managers, Army captain

Levels of management(continued)

First Level/ Supervisory Level managers

Their subordinates are non managers.
 Assign operating employees to specific tasks.
 Spent much of their time in leading and little in planning.
 Serve as a bridge between managers and non-managers.
• Are directly responsible for the production of goods and
services. E.g. Department Heads, supervisory personnel,
Sales managers, Loan officers, Foreman.
Types of Managers based on scope of responsibility

 Functional Managers: Functional managers are managers

who are responsible for a department that performs a single
functional task and has employees with similar training and
skills. their responsibility is limited to their
specialization/specification.
 General Managers: General Managers are managers who are

responsible for several departments that perform different

functions.
 They are responsible for the entire operations of the
organization without being specific.
 A small company may have only one general manager
but a large organization may have several, each at the head of a
relatively independent division.
Managerial Roles

1.Interpersonal Roles:
 Involve developing and maintaining positive relationships
with significant others in the organization.
 It is communication oriented
This role comprises of:
A.Figurehead Role:
Example: Signing documents, presiding at a ceremonial event,
greeting visitors, attending a subordinate’s weeding, taking a
customer to lunch, university president hands out a diploma for
graduates
Managerial roles

B.Leadership Role:
 makes the environment conducive for work by improving
working conditions, reducing conflicts, providing feedback for
performance and encouraging growth.
 The leader builds relationship and communicates
with employees, motivates and coaches them.
C.Liaison Role:
 Maintains a network of contacts outside the work unit to
obtain information.
 She/he fulfills her role through community service,
conferences, social events
Managerial roles(continued)
2. Informational Roles
A.Monitor role:
 The monitor seeks internal and external
information about issues that can affect the
organization.
 Information is gathered from news reports, trade
publications, magazines, clients, associates, and a
host of similar sources, attending seminars and
exhibitions.
Managerial roles (continued)

B.Disseminator Role:
What does the manager do with the information collected?

 As the disseminator, the manager passes on to subordinates

some of the information that would not ordinarily be
accessible to them.

 After the information has been gathered (by monitor role), it

has to be disseminated to superiors, subordinates, peers and
other concerned clients.
Managerial roles (continued)

C. Spokesperson/representative Role:
The spokesperson transmits information about the
organization to outsiders.

Note: the manager seeks information in the monitor

role, communicates it internally in the disseminator role
and transmits it externally in the spokesperson role.
Managerial roles(continued)

3.Decisional Roles:
 Involve making significant decisions that affect the
organization.
A. Entrepreneur Role:
 In the role of entrepreneur, the manager tries to
improve the unit.
 The entrepreneur acts as an initiator, designer, and
encourager of change and innovation.
Managerial roles(continued)
B. Disturbance Handler Role:
 Solution seeking role.
 The disturbance handler is responsible for taking
corrective action when the organization faces important,
unexpected difficulties.
C. Resource Allocator Role:
 Deciding on the allocation of the organization’s
physical, financial and human resources.
 This involves assigning work to subordinates, scheduling
meetings, approving budgets, deciding on pay increases,
making purchasing decisions
Managerial
roles(Continued)
D.The Negotiator Role:
Examples include negotiations to buy firms, to
get credit, with government, with suppliers, etc.
Managerial Skills
A.Technical Skills:
Specialized knowledge and ability that can
be applied to specific tasks.
 Technical skills are most important at the
lower levels of management.
Example: A surgeon, an engineer, a
musician, a quality controller or an
accountant all have technical skill in their
respective areas.
Managerial skills

B.Human Relations or Interpersonal

Skill:

The ability to interact effectively with

people.
 Human relation skills are equally
important at all levels of management.

Managerial skills

C.Conceptual skills:

 They are more important to top-executives than middle

managers and supervisors.

 Conceptual skills are more important in strategic (long

range) planning

 It also involves the manager’s ability to understand how

a change in any given part can affect the whole
organization
 Levels
Top of
level
managem
management
ent
Middle level
management

Lower level management

Management: Science or Art?

What is science?

 Science is characterized by making conclusions based on actual

facts and verifies knowledge through cause-effect relationship.

 It can be generally learnt, thought, and researched to know the

universal truth. proof/disproof
Art is characterized by using common sense, personal feeling,
beliefs, impulses, etc.
Thus, management as a practice is an art; the organized
knowledge underlying the practice may be referred to as a science.
 Universality of
management

All managers perform the five managerial functions

even if with different emphasis.

Management utilizes scientifically derived operational

principles.

Theories and principles have universal application in all

kinds of organized and purposeful activity and at all
levels of management.
Summary of roles of management

Category Role Activity

Perform ceremonial and symbolic duties such as
Interpersonal Figurehead greeting visitors, signing legal documents
Direct and motivate subordinates; training,
Leader counseling, and communicating with subordinates.

Maintain information links both inside and outside

Liaison organization; use mail, phone calls, meetings.

Seek and receive information, scan periodicals and

Informational Monitor reports, maintain personal contacts.
Forward information to other organization
Disseminator members; send memos and reports, make phone
calls.
Transmit information to outsiders through
Spokesperson speeches, reports, memos.
Initiate improvement projects; identify new ideas,
Decisional Entrepreneur delegate ideas, delegate responsibility to others.

Take corrective action during disputes or crises;

Disturbance handler resolve conflicts among subordinates; adapt to
environmental crises.
Decide who gets resources; scheduling, budgeting,
Resource allocator setting priorities
Represent department during negotiation of union
Negotiator contracts, sales, purchases, budgets; represent
departmental interests.
END OF CHAPTER ONE
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