Scribd Logo
Upload

Welcome to Scribd!

  • 36 views

    BBPP1103 Chap 1

    Uploaded by

    mzaidi83
    Management involves overseeing resources efficiently and effectively to achieve organizational goals. Managers are responsible for ensuring tasks are performed by employees. Key functions of management include planning, organizing, leading, and controlling. Managers fulfill roles such as figurehead, leader, liaison, and spokesperson. Skills required for managers include communication, problem solving, and decision making. Theories of management have evolved from classical, human relations, and quantitative perspectives to current approaches like systems and contingency.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd

    BBPP1103 Chap 1

    Uploaded by

    mzaidi83
    36 views14 pages
    Management involves overseeing resources efficiently and effectively to achieve organizational goals. Managers are responsible for ensuring tasks are performed by employees. Key functions of management include planning, organizing, leading, and controlling. Managers fulfill roles such as figurehead, leader, liaison, and spokesperson. Skills required for managers include communication, problem solving, and decision making. Theories of management have evolved from classical, human relations, and quantitative perspectives to current approaches like systems and contingency.

    Original Description:

    Original Title

    BBPP1103 chap 1

    Copyright

    © © All Rights Reserved

    Available Formats

    PPTX, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    Management involves overseeing resources efficiently and effectively to achieve organizational goals. Managers are responsible for ensuring tasks are performed by employees. Key functions of management include planning, organizing, leading, and controlling. Managers fulfill roles such as figurehead, leader, liaison, and spokesperson. Skills required for managers include communication, problem solving, and decision making. Theories of management have evolved from classical, human relations, and quantitative perspectives to current approaches like systems and contingency.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    36 views14 pages

    BBPP1103 Chap 1

    Uploaded by

    mzaidi83
    Management involves overseeing resources efficiently and effectively to achieve organizational goals. Managers are responsible for ensuring tasks are performed by employees. Key functions of management include planning, organizing, leading, and controlling. Managers fulfill roles such as figurehead, leader, liaison, and spokesperson. Skills required for managers include communication, problem solving, and decision making. Theories of management have evolved from classical, human relations, and quantitative perspectives to current approaches like systems and contingency.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 14

    BBPP1103 PRINCIPLES OF MANAGEMENT

    What is Management?
    DEFINITION OF
    MANAGEMENT
    • Management is the process of overseeing and
    coordinating resources efficiently and effectively in
    line with the goals of an organization.

    • Effectiveness is the attainment of goals which enables the


    realization of the objectives of an organization or to put it
    briefly, “doing the right thing”.

    • Efficiency is performing a job using minimum effort, cost


    and wastage or simply, “doing things right”.
    WHO ARE
    MANAGERS?
    • A manager is an individual who is directly responsible for
    ensuring that tasks are performed by people or employees
    in an organization.

    Managers are:
    (a) A classic way of analyzing the task of management is by examining management from
    the point of the functions performed by managers;
    (b) The second approach is to observe the roles of managers;
    (c) The third is to analyze the skills required by managers.
    Functions of Management
    Roles of a Manager
    • Figurehead - A manager must carry out ceremonial duties.
    • Leader - A manager indirectly functions as a leader.
    • Liaison officer - A manager conveys relevant information to individuals outside his unit or to other relevant parties
    outside his organization.
    • Spokesperson - The manager of an organization usually acts as its spokesperson.
    • Negotiator - A manager is compelled to find a solution for each of its problems regardless of complexities.
    • Initiator - Two management experts, Sumantra Ghoshal and Christopher Bartlett (Dessler, 2001), highlighted an
    additional role of a manager as the initiator of corporate actions and transformations.
    • Entrepreneurship Process - The manager will try to improve his unit's performance and when he gets a good
    idea, he will launch a programme to realize the idea.
    • Capability Development Process - In a technology-centred world, conglomerates need to fully utilize their
    advantage as a large establishment not only in matters of economies of scale but also in the aspects of
    enhancing the knowledge and abilities of its employees.
    • Reformation Process - A successful manager will identify situations that might pose challenges to the
    strategies of the organization and assumptions made.
    Skills of a Manager
    Skills of a Manager
    TYPES OF
    MANAGERS
    EVOLUTION OF
    MANAGEMENT THEORY
    Classical Perspective

    Scientific Bureaucratic Administrative


    Management Management Management

    based on guidelines, focuses on the


    The focus on improving
    hierarchy and clear organization as a
    employees efficiency
    division of labor as well as whole. (14 principles
    rules and procedures of management)

    Frederick Winslow
    Taylor, Frank and Lilian Henri Fayol, Mary
    Gilbreth, and Henry Max Weber Parker Follett and
    Gantt Chester I Barnard
    EVOLUTION OF
    MANAGEMENT THEORY
    Human Perspective

    Human relations Social science


    Human resource
    movement approach
    approach

    This approach is based on the


    The human resource approach
    premise that effective control The social science approach
    stresses that employees
    comes from individual employees developed the theories of
    productivity will increase when
    rather than strict control by human behavior based on the
    the employees' satisfaction of
    authorities. scientific and learning methods.
    basic requirements are met.

    Mary Parker Follett and


    Chester I Barnard
    EVOLUTION OF
    MANAGEMENT THEORY
    Quantitative Management Perspective

    Management of Management of
    Management of
    science information
    operations
    systems
    involved the transfer of
    The members of operations new sub-sector in quantitative
    equipment and humans quickly
    management use quantitative management approach where
    and efficiently, these
    techniques to resolve systems are designed to provide
    techniques were applied by
    manufacturing issues. relevant information at appropriate
    large-scale firms.
    time and cost.
    EVOLUTION OF
    MANAGEMENT THEORY
    Contemporary Perspective

    Systems Theory

    A system functions to
    transform input found from the
    external environment to
    output.
    EVOLUTION OF
    MANAGEMENT THEORY
    Contingency Approach

    learns management by experiencing the


    problems of case studies. The contingency
    approach combines the universal and case
    observations. Under this approach, a
    manager’s action depends on the main
    contingencies in an organizational situation.
    End

    You might also like