Revision Notes - Management (HSSC)

Section 3: Management I.
Chapter Outline
A. Meaning of Management Management is the achievement of organization objectives through people and other resources. It can also be defined as the process of planning, organizing, leading and controlling the utilization of resources to achieve the organizational goals. B. Types of Managers 1. Line and staff manager 2. Top manager, middle manager and front-line manager C. Managerial Skills 1. Technical skills 2. Human skills 3. Conceptual skills D. Evolution of Management Theory 1. Classical School 2. Behavioral School 3. System Approach 4. Contingency Approach E. Decision Making 1. Decision making process 2. Factors affecting decision making process F. Planning 1. Definition 2. Steps in planning 3. Barriers to good planning 4. Overcoming barriers to good planning 5. Types of plans (1) long range, medium range & short range (2) strategic plans & operational plans (3) single-use plans & standing plan
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6. Management by objective (MBO) G. Leading 1. Definition 2. Motivation Theories (1) Maslows Hierarchy of Needs (2) Two-Factor Theory (3) Theory X & Y (4) Expectancy Theory (5) Equity Theory 3. Leadership (1) Leadership style (2) Factors affecting leadership style : (a) Leaders personality, past experience and expectations (b) Expectations and behavior of superiors (c) Subordinates characteristics, expectations and behavior (d) Task requirement (e) Organizational culture and policies (f) Peer expectations and behavior G. Controlling 1. Definition 2. Steps in controlling process 3. Types of control (1) Pre-action control (2) Concurrent control (3) Post-action control 4. Qualities of an effective control system I. Means to Effective Management -- e.g. division of labour, subordinating individual goals, developing team spirit, etc.
II. AL Questions (1990-2005) Short Questions

1. 90-I-4 List and describe three major factors which affect the suitability of a particular leadership style. (3 mark) 2. 90-I-8 Outline briefly two benefits and two problems associated with the division of work in a business organization. (4 marks) 3. 91-I-2 Give two benefits and two disadvantage of job specialization a company.(4 marks) 4. 99-I-7 Delegation is a commonly employed management technique but many managers find it difficult to master it well. Suggest two possible problems that might hinder managers from delegating effectively. (3 marks) 5. 2000-I-5 Even if a company has well-established planning process, what has been planned may not be achieved. Give three reasons to explain why. (3 marks) 6. 2004-I-1 List four criteria for setting goals for subordinates.
(4 marks)
Case Studies
1. 96-I-12 Managerial issues 2. 2002-I-7(d) Steps in control process. 3. 2003-I-8(d) Steps in decision making process.
4. 2005-I-8(e) Steps in control process.
Essay Questions
1. 90-II-5 (Planning in large and small business) Distinguish between strategic planning and operational planning from a management perspective. Describe the process of developing a business plan for a newly established company. (25 marks) 2. 91-II-5 (Managerial skills and Entrepreneurship) The main challenge for todays manager in a big business is how to stay big but act like a small business. Elaborate. (25 marks) 3. 94-II-7 (Decision making) The most important task of a manager is making decisions. What are the logical steps that a manager should follow in making a decision ? Explain what factors might affect such a decision-making process. Illustrate your answer using a pricing decision as an example. (25 marks) 4. 98-II-7 (Management principles) A manager has made the following remark : When a company get beyond one hundred employees, it is almost impossible to maintain a face-to-face working relationship and to keep effective control of the business. Discuss what organization and management principles are involved in the above statement and explain what they mean in the context of an expanding company. (25 marks) 5. 99-II-4 (Planning in large and small business) Why is formal long-term planning usually carried out by large corporation but not by small businesses? Does it men that small businesses do not need any planning? (25 marks) 6 . 2000-II-2 (Decision making) Decision making is an integral part of all management processes. (a) Explain how a manager makes rational decisions in an organization. (12 marks)
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(b) What factors may hinder the rational decision-making process? (13 marks) 7. 2002-II-7 (Managerial issues) The successful start-up of a small business requires not only securing initial financing but also dealing with various managerial issues. (a) Evaluate the main sources of initial financing available to a small business. (9 marks) (b) Discuss the managerial issues that have to be dealt with in setting up a small business. (16 marks) 8. 2003-II-7 (Planning process, planning in large and small business) (a) What are the basic steps in a formal planning process of an organization? Explain your answer. (8 marks) (b) How does the planning process differ between a large multinational corporation and a small local company? (17 marks) 9. 2004-II-1 (Management functions and environment) (a) Explain the four basic management functions in managing a company. (8 marks) (b) How will the nature of each management function differ between companies that operate in a fast-moving environment and those that operates in a stable environment. (17 marks) .10.2005-II-4 (Managerial roles & managerial skills) (a) Using examples, describe the major types of managerial roles performed by managers in an organization and explain the different types of managerial skills necessary for them to perform those roles. (16 marks) (b) Discuss the relative importance of different types of managerial skills at the three levels of management. (9 marks)
III. Key Terms

Management Management is the achievement of organisational objectives through people and other resources. Line manager
A line manger makes direct contributions to production of the organisations basic product or service.
Staff manager A staff manager uses their special technical expertise to support the effort of line personnel. Technical skill The ability to use tools, techniques, and specialised knowledge, e.g. accountant doing an audit. Most job have technical skill components. Human skill The ability to work well in co-operation with other persons. Conceptual skill The ability to view the organisation or situation as a whole and solve problems to the benefit of every-one concerned. Planning Determining in advance what needs to be done to achieve a particular goal. Organising It is the way work is arranged and distributed among members of the firm. Co-ordination The process of linking the specialised activities of individuals and groups to one another and ensuring that a common purpose is served. Strategic plans They are comprehensive in scope and reflect future directions of the organisation. Operational plans They address those activities and resources required to implement strategic plans.
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MBO It is a motivational technique by which the manager and employee work together to set employee goals. The employees performance is later measured against these goals. Leading It is the process of directing human resource efforts toward organisational objectives. Hygiene Factors They are the sources of job dissatisfaction. They relate more to the work setting than the nature of work itself. Motivating Factors They are the sources of job satisfaction. They relate to job content and to what people actually do in their work. Extrinsic rewards Rewards given to an employee by someone else - usually someone in management, such as pay raises, promotions, and other symbol of recognition Intrinsic rewards They relate to the job itself and the pleasure and sense of accomplishment that it gives the employee. Controlling The process of monitoring performance and taking action to ensure desired results.

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Section 3: Management I.

II. AL Questions (1990-2005) Short Questions

4. 2005-I-8(e) Steps in control process.

III. Key Terms

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