FUNDAMENTALS OF

MANAGEMENT
MGMT 1014
UNIVERSITY OF BELIZE

 Use of minimal resources to produce a

desired output

 The degree of achievement of a stated goal.

MANAGEMENT
The Attainment of
Organizational GOALS in an
EFFECTIVE and EFFICIENT
manner through Planning,
Organizing, Leading and
Controlling organizational
Resources.

PLANNING
Defining organizational
goals and performance
levels, and deciding on
the tasks and use of
resources to achieve
the goals.

ORGANIZING
Involves assigning tasks,
grouping tasks into
departments, delegating
authority, and allocating
resources across the
organization.

LEADING
Creating culture/values
Communicating
Motivating
Employees
High performance

LEADING
Is creating a shared culture
and values, communicating
goals to the employees
throughout the organization,
and infusing employees with
the desire to perform at a high
level.

CONTROLLING
Monitoring
Assessing
Rectify/Modify
TASKS
RESOURCE USE

CONTROLLING
Monitoring employees
activities determining whether
the organizational goals are
on target and making
correction when necessary.

MANAGERS SKILL
Conceptual
Human
Technical

CONCEPTUAL SKILLS
The cognitive ability to see the
organization as a whole and
the relationships among its
parts.

HUMAN SKILLS
The managers ability to work
with, and through others, and
effectively as a group member.

TECHNICAL SKILLS
The mastery of methods,
techniques, and equipment
involved in specific functions.

MANAGEMENT LEVELS
Vertical
Horizontal

VERTICAL MANAGEMENT
Pyramid
Top Managers - total responsibility
Middle Manager business
units and departments
First Line Manager
production

HORIZONTAL MANAGEMENT
Functional Managers in charge of
departments that perform a single
functional task.
General Managers coordinate people
across several department that perform
different functions.

MANAGERS ROLE
CATEGORY

INFORMATIONAL
INTERPERSONAL
DECISIONAL

MANAGERS ROLE
Informational:
- monitor
- disseminator
-spokesperson

MANAGERS ROLE
Interpersonal:
- Figurehead
- Leader
- Liaison

MANAGERS ROLE
Decisional:
- Entrepreneur
- Disturbance handler
- Resource Allocator
- Negotiator

CHALLENGES OF BECOMING
A MANAGER

Increased Workload
Supervision of Former Peers
Responsibility for Others
Being Caught in the Middle

LEADERSHIP SKILLS IN
TURBULENT TIMES

STAY CALM
BE VISIBLE
PEOPLE BEFORE BUSINESS
TELL THE TRUTH
KNOW WHEN TO GET BACK

The Transition to A New

Workplace
New Workplace

Old Workplace

Bits- Information
Flexible, virtual
Empowered
employees

Atoms Physical
assets
Structure, localized
Loyal employees

Digital, e-business
Turbulent, more
frequent crisis

Mechanical
Calm, predictable

The Transition to A New

Workplace
New Workplace
Dispersed,
empowering
Connection to
customers,
employees
Collaboration
Experimentation
Learning
Organization

Old Workplace
Autocratic
Conflict
Competition
Efficient
performance