Main Text Kinicki, A & Williams, B (2013).

Management – A Practical Introduction, 6th edition, McGraw Hill

International.

Learning Outcomes of unit (LO)

1. State the basic fundamentals of management

principles and theories.

2. Analyse the business environment in an

organisational setting.

3. Describe various functions of decision making and

organisational structuring in an organisation.

4. Explain the influence of individual behaviours,

leadership styles and motivation on an organisation.

5. Discuss various control techniques used to enhance

organisational effectiveness.

MANAGEMENT

OVERVIEW

PLANNING

- Introduction to Management

- Management Theories

- Planning

- Strategic Management

ORGANIZING

- Individual & Group Decision Making

- Organizational Culture & Structure

- Human Resource (Recruitment)

MANAGEMENT

OVERVIEW

LEADING

- Managing Individual Differences

& Behaviour

- Motivation

- Leadership & Power

MANAGEMENT

OVERVIEW

CONTROLLING

- Successful Control System

MANAGEMENT

OVERVIEW

Topic 1

Chapter 1:

The Exceptional

Manager What You Do,

How You Do It

TOPIC 1 LEARNING OUTCOME

To explain management and four

management functions.

To discuss three levels of management.

To discuss three types of managerial

roles.

To discuss three principal skills managers

need.

MANAGEMENT:

WHAT IT IS, WHAT ITS BENEFITS ARE

Managers operate within an

organization.

Organization

a group of people who work together to

achieve some specific purpose

BENEFITS OF STUDYING

MANAGEMENT

Understanding how to deal with

organizations from the outside

Understanding how to relate to your

supervisors

Understanding how to interact with

co-workers

Understanding how to manage

yourself in the workplace

WHAT IS

MANAGEMENT?

The pursuit of organizational

goals efficiently and effectively

by integrating the work of

people through planning,

organizing, leading, and

controlling the organization’s

resources.

EFFICIENCY &

EFFECTIVENESS

Efficient: means to use resources —people, money, raw materials, and the like —wisely and cost-effectively

Effective: means to achieve results, to make the right decisions and successfully carry them out so that they achieve the organization’s goals

QUESTION?

Burger King decided to add breakfast

to its hours of operation in order to

increase its customers. This was an

attempt to improve the

organization's:

A.effectiveness

B.planning

C.leading strategy

D.efficiency

EXAMPLE

EFFICIENCY VS EFFECTIVENESS

Online ticket purchasing

system

Consider:

-It is EFFICIENT for the

company.. Why?

-But is it EFFECTIVE? Why or

why not?

EXAMPLE

EFFICIENCY VS EFFECTIVENESS

Automated Customer Service

Hotline

Consider:

-It is EFFICIENT for the

company.. Why?

-But is it EFFECTIVE? Why or

why not?

The Management Process

Planning Organizing

Leading Controlling

Four Management Functions

Planning: setting goals and deciding how to achieve

them.

Organizing: arranging tasks, people, and other

resources to accomplish the work.

Leading: motivating, directing, and otherwise

influencing people to work hard to achieve the

organization’s goals.

Controlling: monitoring performance, comparing it

with goals, and taking corrective action as needed.

QUESTION?

Laura runs a sales and expense report

at the end of each work day. Which

management function is she

performing?

A. Leading

B. Organizing

C. Controlling

D. Planning

Three Levels of Management

Top Managers: make long-term decisions about the

overall direction of the organization and establish the

objectives, policies and strategies for it.

Middle Managers: implement the policies and plans

of the top managers above them and supervise and

coordinate the activities of the first-line managers

below them.

First-Line Managers: make short-term operating

decisions, directing the daily tasks of non-

managerial personnel.

Illustration: The Levels and Areas of

Management

Functional Areas

R&D Marketing Finance Production Human resources

Top Managers

Middle Managers

First-Line Managers

Non-managerial personnel

Levels of Management

Differentiating:

Functional & General Managers

Functional Managers:

are

responsible for

just one organizational

activity

General Managers:

are

responsible

for

several organizational

activities

QUESTION?

Judy supervises the food assembly

line workers. What type of manager

is she?

A.Top manager

B.Middle manager

C.First-line manager

D.General manager

TYPES OF ORGANIZATIONS

Profit organization- formed to make money, or profits, by offering products and services.

Non-profit organization- known as “administrators”. Its purpose is to offer services, not to make a profit.

Mutual-benefit organization- voluntary collections of members whose purpose is to advance members’ interest.

Three Types of Managerial

Roles

1) Interpersonal Roles: managers interact with people inside

and outside their work units. The three interpersonal roles

are figurehead, leader, and liaison activities.

2) Informational Roles: as monitor, disseminator and

spokesperson—managers receive and communicate

information.

3) Decisional Roles: managers use information to make

decisions to solve problems or take advantage of

opportunities. The four decision making roles are

entrepreneur, disturbance handler, resource allocator, and

negotiator.

Interpersonal Roles

Figurehead Role: you

perform symbolic tasks that

represent the organization.

Leadership Role: you are

responsible for the actions of

your subordinates, since their

successes and failures reflect on

you.

Liaison Role: you must act like a

politician, working with other

people outside your work unit and

organization to develop alliances

that will help you achieve your

organization’s goals.

Informational Roles

Monitor Role: you should be

constantly alert for useful

information.

Disseminator Role: managers need

to constantly disseminate important

information to employees, as via e-

mail and meetings.

Spokesperson Role: You are

expected to be a diplomat, to put on

your best face on the activities of

your work unit or organization to

people outside it.

Decisional Roles

Entrepreneur Role: a good

manager is expected to

initiate and encourage

change and innovation.

Disturbance Handler Role:

unforeseen problems

require you to be a

disturbance handler, fixing

problems.

Resource Allocation Role:

you’ll need to be a

resource allocator, setting

priorities about the use of

resources.

Negotiator Role: working

with people inside and

outside the organization to

accomplish your goals.

ENTREPRENEURSHIP

process of taking risks to try to create a new empire

The Principal Skills Managers

Need

1) Technical Skills — the ability to perform a specific job

Technical Skills: consist of the job-specific knowledge

needed to perform well in a specialized field.

2) Conceptual Skills — the ability to think analytically

Conceptual Skills: consists of the ability to think analytically,

to visualize an organization as a whole and understand how

the parts work together.

3) Human Skills — the ability to interact well with people

Human Skills: consist of the ability to work well in cooperation

with other people to get things done.

QUESTION?

Microsoft CEO, Steve Ballmer must

balance the needs of each

department with the needs of the

organization. Which skill is he

using?

A. Technical

B. Conceptual

C. Human

D. Procedural

REFERENCE

Chapter 1

Kinicki, A., & Williams, B.K.

(2013). Management: A

practical introduction. (6th ed.).

New York: McGraw-Hill.