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Chapter One: Overview of Management

Chapter Two: Evolution of Management

Chapter Three: Planning

Chapter Four: Organizing

Chapter Five: Staffing

Chapter Six: Directing

Chapter Seven: Controlling

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 Chapter One: Overview of Management
Definition of Mgt.

Nature and Chxcs of

Mgt.

Significance of Mgt.

Levels of Mgt.

Managerial Roles and skills

Universality of Mgt.

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 What is Management?

It is the process of It is the process of getting

coordinating all things done, effectively
resources through and efficiently, through
and with other people
the five major
functions-POSLC

It is the art of getting

Management is not an
things done through and
end in itself, it is a
with people in formally
means to achieve
organized groups
certain goals.

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 Manager
Manager – The person responsible for supervising the
use of an organization’s resources to meet its goals.

-people responsible for supervising the use of an

organization’s resources to meet its goals

Note! Everybody is the manager of his/her time, energy

and talents.

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 Organization
Organization is a systematic arrangement of
people brought together to accomplish some
specific purpose

Common Characteristics of Organizations

 Have a distinct purpose (goal)
 Composed of people
 Have a deliberate structure

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 Management process/Functions
There are five functions of management:
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Controlling
The functions of management provide a useful framework
for organizing management knowledge.
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What is planning? 01 02 What is organizing?

04 What is leading?
What is staffing? 03
Think

05

What is controlling?

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 Planning
It is process of identifying and
selecting appropriate goals and It involves determination of
courses of action short range and long range
objectives
It involves development of
Planning is an exercise of strategies and courses of
forethought action to be hold for
achievement of objectives

It is concerned with what?

Who? How? When? Where? It involves formulation of
How much? policies, procedures and
rules for the
implementation of strategies
It is deciding in the present about
and plan
the future objectives and the
course of actions for their Process of determining what we
achievement. want to achieve and how to
achieve it
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 Organizing
Organizing
involves:
Determining what Who reports to
tasks to be done whom

Who is to do them Where decisions are to

be made

How the tasks are Synchronization of

to be grouped activities and resources to
achieve org. objectives
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 Staffing
Refers to filling and
keeping filled the
positions in the
organization structure
Determination of
number and kind of Placement and
employees needed induction

Recruitment of employees
(creating potential
employees from whom Training and
selection is to be made) development, etc.
Concerned with locating
Selection of the most prospective employees to fill
efficient employee the jobs created by the
suitable for job organizing process

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 Directing/Leading

It is aimed at getting the

members of an
01 02 It is the heart and
organization move in the soul of management.
04
direction that will achieve
its objectives.
Involves understanding,
communicating and work
with others

03

It involves influencing others to engage in the work

behavior necessary to reach organizational goals
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 Controlling

It is process Comparing it
of monitoring with goals, and
performance

Is process of
Correcting any checking whether
significant things are as
deviations planned or not
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Management functions …?

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Management functions….

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IS MANAGEMENT UNIVERSAL ?
Why or why not?

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 UNIVERSALITY OF MANAGEMENT
Mgt. functions and principles have universal application in :

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 Management science or art?
Management knowledge exhibits characteristics of both
art and science, the two not mutually exclusive but
supplementary.

 Mgt as a science contains a systematic body of

knowledge in the form of general principles which
enjoy universal applicability.

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 Management science or art …Cont’d
 The art of management is personal creative power and
skill in performance.

 If science teaches one to know, art teaches one to do

 Managers have to know and do things efficiently and

effectively to be successful, so there is unique scientific
and artistic combination in practice.

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 Levels of management
 Refers to a line of demarcation between
various managerial positions in an organization

 Determines:

 a chain of command
 the amount of authority and

 status enjoyed by any managerial position(s)

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Levels of management… Cont’d
 The levels of management can be classified in three
broad categories:

1. Top level/administrative level/ strategic level

2. Middle Level/Tactical/Execution level

3. Lower level/supervisory/operative/first line

manager

 Mangers at all these levels perform different functions

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Levels of management… Cont’d

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 Top level management
Top management is the
ultimate source of It devotes more time on
authority and it manages planning and
goals and policies for an coordinating functions
organization

Consider how the Ultimately responsible for

organization the success or failure of an
interacts with its organization
environment

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 Middle level management
 They execute the plans of the organization in accordance
with the policies and directives of top level management

 They make plans for sub-units of the organization

 They interpret and explain policies from top level

management to lower levels

 They are also responsible for inspiring lower level

managers towards better performance

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Lower Level Management
 Refers to those executives whose work has to be largely
with personal oversight and direction of operative
employees

 They are concerned with direction and controlling

functions of management

 They are directly responsible for the production of goods

and services

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 Types of Managers based on scope of responsibility
Two types:

1. Functional Managers

 managers who are responsible for a department that performs a single

functional task and has employees with similar training and skills

2. General Managers

 managers who are responsible for several departments that perform

different functions.

 They are responsible for the entire operations of the organization

without being specific

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 Management Roles
 Roles are specific actions or behaviors expected of a
manager.

 Mintzberg identified 10 roles grouped around three

major categories:

1) interpersonal relationships,

2) the transfer of information,

3) decision making
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 INTERPERSONAL-involve interacting with people
Role Description Identifiable Activity
Figurehead Manager serves as an official Greeting visitors;
representative of the signing legal
organization or unit documents

Leader Manager guides and motivates Staffing, training

staff and acts as a positive
influence in the workplace

Liaison Manager interacts with peers Acknowledging

and with people outside the mail/email; serving on
organization to gain information boards; performing
activities that involve
outsiders

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 INFORMATIONAL-involve receiving, collecting and
disseminating information
Role Description Identifiable Activity
Monitor Manager receives and Reading magazines and
collects information reports; maintaining
personal contacts

Disseminator Manager distributes Holding meetings;

information within the making phone calls to
organization relay information;
email/memos
Spokesperson Manager distributes Holding board meetings;
information outside the giving information to
organization the media

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 DECISIONAL-involve making choices
Role Description Identifiable Activity
Entrepreneur Manager initiates change Organizing sessions to
develop new programs;
supervises design of
projects
Disturbance Manager decides how Steps in when an employee
Handler conflicts between suddenly leaves or an
subordinates should be important customer is lost
resolved
Resource Manager decides how Scheduling; requesting
Allocator the organization will use authorization; budgeting
its resources
Negotiator Manager decides to Participating in union
negotiate major contract negotiations or in
contracts with other those with suppliers
organizations or
individuals
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Summary of the 10 managerial roles

Figurehead Spokes person

Leader
Entrepreneur

Liaison Disturbance
handler

Monitor
Resource
Allocator

Disseminator Negotiator

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 Managerial Skills
 There are three main forms of Managerial Skills

1. Conceptual Skills

2. Human Skills

3. Technical skills

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 Conceptual skills
 It is a mental ability to think, ponder, and solve
problems (complex organizational problems)

 The ability to analyze and diagnose a situation and

distinguish between cause and effect.

 The ability to think and conceptualize about abstract

and complex situations concerning the organization

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 Human skills
 This is the ability to interact with people and prevail

upon them

 The ability to understand, alter, lead, and control the

behavior of other individuals and groups.

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 Technical skills
 Job-specific skills required to perform a particular

type of work or occupation at a high level.

E.g A manager of a research company needs to have

technical knowledge in the field of research such as
statistical tools – SPSS, STATA etc….

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Managerial Skills Vs. Levels of Management

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 Environment of Management
Environment of Management: it explains the forces (both inside and outside of the
company that affects (positively or negatively) the overall function of the company.
There are two types of environment which are divided as internal and external
environment. The internal environment is controllable but the external one is
uncontrollable.

External Environment: Internal Environment:

Economy of the country Management of the
Politics company
Social and Cultural forces Employees skill
Technology Machineries
Financial capital

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