LEARNING OBJECTIVES - MANAGEMENT

Introduction - Meaning & Definition

Skills & Role of Management
Functions
 What is management?

What do managers do?

What challenges do managers

at different levels face?
Meaning
 an activity, a subject, a process, or an organisation
team
 The act, manner, or practice of managing;
handling, supervision, or control: management of a
crisis; management of factory workers.
 The person or persons who control or direct a
business or other enterprise.
 Skill in managing; executive ability.
 Management is the process of coordinating and
integrating work activities so that they are completed
efficiently and effectively with and through other
people.
Here, efficiency is defined as the relationship between
inputs and outputs, the goal of which is to minimise
resource costs.

 Effectiveness is the attainment of goals.

Managers are the people to whom this
management task is assigned, and it is generally
thought that they achieve the desired goals
through the key functions of
planning,
organizing,
directing, and
controlling.
 Conceptual Skill —the ability to see the
organization as a whole and the relationship
between its parts.
 Human Skill —The ability to work with and
through people.
 Technical Skill —Mastery of specific functions
and specialized knowledge.
 the role of a manager has changed.
 Years ago, managers were thought of as people who
were “the boss.”
 While that might still be true today, many managers
view themselves as leaders rather than as people
who tell subordinates ‘what to do?’
 The role of a manager is comprehensive and often
very complex. Not everyone wants to be a manager,
nor should everyone consider being a manager.
 Planning: Includes defining goals,
establishing strategy, and developing plans to
coordinate activities.

 Organising: Determining what tasks are to

be done, who is to do them, how the tasks are
to be grouped, who reports to whom, and
where decisions are to be made.
 Directing: Includes motivating subordinates,
leading others, selecting the most effective
communication channels, and resolving
conflicts.

 Controlling : Monitoring activities to ensure

that they are being accomplished as planned
and correcting any significant deviation.
 Management can therefore be viewed as a
process
 it is the set of ongoing decisions and
actions in which managers engage as they
plan, organise, direct and control.
 Efficiency

“doing things right”

Getting work
done through
and with Effectiveness
others
“doing right things”
 Levels of Management
C
E
Top Level Management O
C
O
Middle Level Management O
C
I Mgr
General
PlantOMgr
First-Line
Management
Office Manager
Department Manager
Team Leader
 Responsible for…

Creating a context for change

Developing attitudes of commitment

and ownership in employees

Creating a positive organizational

culture through language and action

Monitoring their business environments

 Responsible for…

Setting objectives consistent with top

management goals, planning strategies

Coordinating and linking groups,

departments, and divisions

Monitoring and managing the performance

of subunits and managers who report to them

Implementing the changes or strategies

generated by top managers
 Responsible for…

Managing the performance of

entry-level employees

Teaching entry-level employees

how to do their jobs

Making schedules and operating plans based on

middle management’s intermediate-range plans
 Responsible for…

Facilitating team performance

Managing external relationships

Facilitating internal team relationships

 Interpersonal Informational Decisional

Figurehead Monitor Entrepreneur

Leader Disseminator Disturbance

Handler
Liaison Spokesperson
Resource
Allocator

Negotiator

Adapted from Exhibit 1.3

H. Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973)
1. Insensitive to others
2. Cold, aloof, arrogant
3. Betrayal of trust
4. Overly ambitions
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10. Overdependent on advocate or mentor
Adapted from Exhibit 1.5
McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983
 Classical Updated
Management Functions Management Functions

Planning Making Things Happen

Controlling Meeting the Competition

Organizing Organizing People,

Projects, and Processes
Leading
Leading
 What is management?

What do managers do?

What challenges do managers

at different levels face?