Institut Tadbiran Awam Negara (INTAN)

National Institute of Public Administration

Organizational
Management

Dr. Rothiah Haji Omar

Head
Program for Local Government and
District Management
INTAN Bukit Kiara
 Management?

“…is the process of achieving organizational

missions & objectives through the
coordinated behavior of organizational
members ”
- Michael & Jones (2000)

“ ..is the process of working with people and

resources to accomplish organizational goals”
- Snell , Bateman 2000
 Management

Key Concepts :
„ Organizations – People working together and
coordinating their actions to achieve specific
goals
„ Goal – A desired future condition that the
organization seeks to achieve
„ Management – The process of using
organizational resources to achieve the
organization’s goals by…Planning, Organizing,
Leading & Controlling
 ACHIEVING HIGH PERFORMANCE

„ Organizations must provide goods/services

desired by its customers such as….
- Mc Donald’s restaurants provide burgers,
fries and shakes that people want to buy;
- Physicians, nurses & health care
administrators seek to provide healing from
sickness…..etc.
ORGANIZATIONAL PERFORMANCE

„ Measures how efficiently and

effectively managers use resources to
satisfy customers and achieve goals.
• Efficiency – A measure of how well
resources are used to achieve a goal
• Effectiveness – A measure of the
appropriateness of the goals chosen &
the degree to which they’re achieved
 MANAGERIAL FUNCTIONS

„ Henri Fayol was the first to describe

the 4 managerial functions when he
was the CEO of a large mining
company in late 1800.
„ He noted managers at all levels must
perform each of the functions
of…Planning, Organizing, Leading,
Controlling.
 FOUR BASIC FUNCTIONS
OF MANAGEMENT
Planning
Choose Goals

Controlling Organizing
Monitor & Measure Working Together

Leading
Coordinate
 Planning

“ Planning is the process used by

managers to identify and select
appropriate goals and courses of
action for an organization”
Why Planning?
 Planning Steps

1. Environmental scanning
2. Determine SWOT/PESTEL/PEST
3. Determine the vision and mission
4. Setting objectives and strategies
5. Action plan
6. Monitor
7. Evaluate
 Leading

• In leading, managers determine direction, state a

clear vision for employees to follow and help
employees understand the role they play in
attaining goals.
• Leadership involves a manager using power,
influence, vision, persuasion and communication
skills.
• The outcome of the leading function is a high level
of motivation and commitment from employees to
the organization.
 Organizing

• In organizing, managers create the structure

of working relationships between
organizational members that best allows
them to work together and achieve goals
• Managers will group people into
departments according to the tasks
performed
• An organizational structure is the outcome of
organizing. This structure coodinate and
motivates employees so that they work
together to achieve goals.
 Controlling
• In controlling, managers evaluate
how well the organization is
achieving its goals and takes
corrective action to improve
performance
• Managers will monitor individuals,
departments and the organization
to determine if desired performance
has been reached
• The outcome of the controlling
function is the accurate
measurement of performance and
regulation of efficiency and
effectiveness
Why do we need to
control?
Management Levels

Top
Managers

Middle Managers

Frontline Managers

Support Staff (Non-management)

 Frontline Middle –level Top –level
managers managers managers

Key „Creating and „Developing „Challenging embedded

activities pursuing new individuals and assumptions while
growth supporting their establishing a
opportunities for activities stretching opportunity
the organization „Linking dispersed horizon and
„Attracting and knowledge, skills, performance standards
developing and best practices „Institutionalizing a set
resources and across units of norms and values to
competencies „Managing the support cooperation
„Managing tension between and trust
continuous short-term „Creating an over
performance performance and arching corporate
improvement long-term ambition purpose and ambition
within the unit
 Transformation of Management Roles and Tasks
Frontline Middle –level Top –level
managers managers managers

Changing „From „From „from resource

roles operational administrative allocater to
implementers controllers to institutional
to aggressive supportive leader
manager coaches
Primary „Driving „Providing the „Creating and
value organisational support and embedding a
performance by coordination to sense of
focusing on bring large direction,
productivity, company advantage commitment and
innovation and to the independent challenge to
growth within frontline units people
frontline units throughout the
organization
 Management Skills

1. Technical skills
2. Conceptual & Decision skill
3. Interpersonal and
Communication skill
 Technical skills
The ability to perform a
specialised task involving a
particular method or process
Conceptual and decision
skills

Skills pertaining to a manager’s

ability to recognize complex and
dynamic issues, examine the
numerous and conflicting factors
such issues involve,and resolve the
problem for the benefit of the
organization and its members.
 Interpersonal And
Communication Skills

People skills: the ability to lead,

motivate and communicate
effectively with others
 Fayol’s 14 Principles Of
Management

„ Division of work „ Centralization

„ Authority „ Scalar chain
„ Discipline „ Order
„ Unity of command „ Equity
„ Unity of direction „ Stability of tenure
„ Subordination of personnel
„ Remuneration „ Initiative
„ Esprit de corps
 The 21st Century
Organisation

“…Now we are entering a third period of

change – the shift from the command-and-
control organization, the organization of
departments and divisions, to the
information based organization, the
organization of knowledge specialists…”

Peter Drucker (1998)

 The 21st Century
Organization

12 key characteristics of the 21st century

organization
1. Borderless 7. Ethical
2. Learning Centric 8. Networked
3. Collaborative 9. Loosely Coupled
4. Knowledge 10. Self maintainable
Creating 11. Contingency
5. Strategically Based
Outsource 12. Fostering an
6. Geocentric environment of high
care
 World Class Organization
The major pillars of world-class organization

WORLD CLASS ORGANIZATION

Fluid, Flexible Creative Techno-

Customer- Continuous Egalatarian logical
based Focus Improvement or “Virtual Climate
HRM Support
Organization”

Hodgetts, Luthans & Lee (2000)

- New Paradigm Organizations: From
Total Quality to Learning to World-Class
 How manager must
change?
Traditional Contemporary
Manager Manager
„ Think of self as a >Thinks of self as a
manager or boss sponsor, or internal
consultant
„ Follow the chain of
command > Deals with anyone
necessary to get the
„ Makes more decision job done
alone
> Invite others to join in
„ Try to master one decision making
major discipline
> Tries to master a broad
array of managerial
discipline
 Continue….
Traditional Contemporary
Manager Manager
„ Look ‘up’ for direction „ Questions,collaborates and
and answer negotiates with others to
„ Accepts and does find solutions
repetitive work „ Learn new way to contribute

„ Sees others primarily „ Creates relationship based

as bosses and on common purpose, mutual
competitors respect, and exchange of
„ Demands long hours information
„ Demand results
CHALLENGES IN ORGANIZATIONAL
MANAGEMENT

„ Increasing number of global organisations

„ Building competitive advantage through
superior efficiency, quality, innovation &
responsiveness
„ Increasing performance while remaining
ethical managers
„ Managing an increasingly diverse work force
„ Using new technologies
 ISSUES IN
ORGANIZATIONAL
MANAGEMENT
1. How employee feel 6. Intervention for
about their
organization? organization change
2. Training Needs 7. Involving managers in
Analysis
organization
3. Differences in
feedback development.
4. Research before a 8. What makes sense in
development management training?
programme
5. When is a problem a 9. Team Building: A
problem? Reexamination