Introduction to Management

Course Policy

Course Description:
1. Management and theories.
2. Organizational Culture
3. Decision Making
4. Planning Fundamentals
5. Organizational Structure
6. Strategic Management
7. Organizing
8. Human Resource Management
9. Leadership
10. Understanding groups and teams
11. Motivating Employees
12. Communication
13. Controlling
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 Introduction to Management

Chapter 1:

Introduction to Management and Organizations

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In this chapter we will discuss:

• What is Management ?

• Who is a Manager ?

• Types of Managers.

• Functions Managers perform.

• Managerial Roles.

• Skills Manager Require.

• What is an Organization ?

• Why Study Management ?

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 Introduction to Management (Chapter 1)
What is Management ?

Efficiency
Efficiency
Getting
Gettingwork
work
done
donethrough
through
others
others Effectiveness
Effectiveness

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 Introduction to Management (Chapter 1)
What is Management ? (Contd.)

Efficiency

• Getting work done with a minimum of effort, expense, or waste

• Doings things right—most output for least input

Effectiveness

• Accomplishing tasks that help fulfill organizational objectives

• Doing the right things

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 Introduction to Management (Chapter 1)
What is Management ? (Contd.)

Management involves coordinating and overseeing the work

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

Who is a Manager ?

Someone who coordinates and oversees the work of other people so

that organizational goals can be accomplished.

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 Introduction to Management (Chapter 1)
Types of Managers?

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 Introduction to Management (Chapter 1)
Types of Managers?

First-line Managers

Manage
Managethe
theperformance
performanceof
ofentry-level
entry-levelemployees
employees

Encourage,
Encourage,monitor,
monitor,and
andreward
rewardthe
theperformance
performanceof
ofworkers
workers

Teach
Teachentry-level
entry-levelemployees
employeeshow
howto
todo
dotheir
theirjobs
jobs

Make
Makedetailed
detailedschedules
schedulesand
andoperating
operatingplans
plans

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 Introduction to Management (Chapter 1)
Types of Managers? (Contd.)

Middle Managers

Plan
Planand
andallocate
allocateresources
resourcesto
tomeet
meetobjectives
objectives

Coordinate
Coordinateand
andlink
linkgroups,
groups,departments,
departments,and
anddivisions
divisions

Monitor
Monitorand
andmanage
managethe
theperformance
performance
of
of subunits and managers whoreport
subunits and managers who reportto
tothem
them

Implement
Implementchanges
changesor
orstrategies
strategiesgenerated
generatedby
bytop
topmanagers
managers

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 Introduction to Management (Chapter 1)
Types of Managers? (Contd.)

Top Managers

Creating
Creatingaacontext
contextfor
forchange
change

Developing
Developingcommitment
commitmentand
andownership
ownershipin
inemployees
employees

Creating
Creatingaapositive
positiveorganizational
organizationalculture
culturethrough
through
language and action
language and action

Monitoring
Monitoringtheir
theirbusiness
businessenvironments
environments

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 Introduction to Management (Chapter 1)
Functions Managers Perform?

•Planning

Determining organizational goals and means for achieving them

•Organizing

Deciding where decisions will be made

Who will do what jobs and tasks

Who will work for whom

•Leading

Working with and through people to accomplish goals.

•Controlling

Monitoring progress toward goal achievement and taking corrective

action when needed
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 Introduction to Management (Chapter 1)
Managerial Roles (Contd.)

Informational
Role Activity Examples
Monitor Seek and acquire Scan/read trade press,
work related periodicals and reports;
information. attend seminars and
training; maintain personal
contacts.
Disseminator Communicate/ Send memos and reports;
disseminate information staffers and
information to others subordinates of decisions.
within the
organization.

Spokesperson Communicate/ Pass on memos, reports

transmit information and informational
to outsiders. materials; participate in
conferences/meetings and
report progress.

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 Introduction to Management (Chapter 1)
Managerial Roles (Contd.)

Interpersonal
Role Activity Examples
Figurehead Perform social and Greet visitors, sign legal
legal duties, act as documents, attend ribbon
symbolic leader. cutting ceremonies etc.

Leader Direct and motivate Includes almost all

subordinates, select interactions with
and train employees. subordinates.

Liaison Establish and Business correspondence,

maintain contacts participation in meetings
within and outside with representatives of
the organization. other divisions and
organizations.

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 Introduction to Management (Chapter 1)
Managerial Roles (Contd.)

Decisional
Role Activity Examples
Decisional Identify new ideas Implement innovations;
and initiate Plan for the future.
improvement
projects.
Disturbance Deals with dispute or Settle conflicts between
Handler problems and takes subordinates; choose
corrective actions. strategic alternatives;
Overcome crisis situations.
Resource Decides where to Draft and approval of plans,
Allocator apply resources. schedules, budgets; Set
priorities.

Negotiator Negotiates to have a Negotiating a business

win situation for the deal.
organization.

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 Introduction to Management (Chapter 1)
What Skills Manager Require ?

Technical
TechnicalSkills
Skills

Human
HumanSkills
Skills

Conceptual
ConceptualSkills
Skills

Motivation
Motivationto
toManage
Manage

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 Introduction to Management (Chapter 1)
Skills Manager Require ? (Contd.)

Technical Skills

Knowledge and proficiency in a specific field

Human Skills

The ability to work well with other people

Conceptual Skills

The ability to think and conceptualize about abstract and complex

situations concerning the organization

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 Introduction to Management (Chapter 1)
Skills Manager Require ? (Contd.)

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 Introduction to Management (Chapter 1)
Skills Manager Require ? (Contd.)

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 Introduction to Management (Chapter 1)
Skills Manager Require ? (Contd.)

Conceptual Skills

• Ability to use information to solve business problems

• Identification of opportunities for innovation

• Recognition of problem areas and implementation of solutions

• Selection of critical information from masses of data

• Understanding of business uses of technology

• Understanding of organization’s business model

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 Introduction to Management (Chapter 1)
Skills Manager Require ? (Contd.)

Interpersonal Skills

• Coaching and mentoring skills

• Diversity skills: working with diverse people and cultures

• Networking within the organization

• Networking outside the organization

• Working in teams; cooperation and commitment

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 Introduction to Management (Chapter 1)
Skills Manager Require ? (Contd.)

Communication Skills

• Ability to transform ideas into words and actions

• Credibility among colleagues, peers, and subordinates

• Listening and asking questions

• Presentation skills; spoken format

• Presentation skills; written and/or graphic formats

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 Introduction to Management (Chapter 1)
Skills Manager Require ? (Contd.)

Effectiveness Skills

• Contributing to corporate mission/departmental objectives

• Customer focus

• Multitasking: working at multiple tasks in parallel

• Negotiating skills

• Project management

• Reviewing operations and implementing improvements

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 Introduction to Management (Chapter 1)
What is an Organization?

A deliberate arrangement of people to accomplish some specific

purpose.

Common Characteristics
• Have a distinct purpose (goal)
• Composed of people
• Have a deliberate structure

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 Introduction to Management (Chapter 1)
What is an Organization? (Contd.)
Common Characteristics

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 Introduction to Management (Chapter 1)
Why study Management ?

Universal Need of Management

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