UNIVERSITY OF TECHNOLOGY, JAMAICA

SCHOOL OF BUSINESS ADMINISTRATION

Introduction to Management (MAN1006)

TUTORIAL SHEET – UNIT 1

Organization Forms and The Management Process and the Changing Paradigm of Management

1. What is management? Explain two key concepts that are typically included in its definition.
Management is the process of planning, organising, leading, and controlling the work of employees
while using all available resources to achieve stated goals.
-Planning is the management function that involves setting objectives and determining a course of
action to achieve those objectives.
-Leading is the directing, influencing, and motivating of employees to perform essential tasks.

2. What are technical skills, and at which organizational level are they most crucial? Explain why.
-Technical Skills is the ability to use the procedures, techniques and knowledge of a specialized field.
Technical Skills are mostly crucial at the first line manager level to allow a business to be run more
efficiently.

3. Explain why conceptual skills are particularly crucial for top managers.
Top managers require conceptual skills since they frequently make important decisions for the business.
They must be able to analyze the big picture and understand how the organization can complete required
tasks.

4. What are the various roles managers play, and how do these contribute to achieving
organizational goals and objectives?
Managers play several critical roles in an organization, each contributing to the achievement of goals
and objectives. Here’s a breakdown of these roles and how they contribute:
Planning: Managers are responsible for setting goals and determining the best way to achieve them
Organising: Once plans are in place, managers organise resources and tasks to implement them. This
includes structuring teams, defining roles, and establishing workflows.
Leading: Managers inspire and motivate their team members. They communicate the vision, set the
tone for the organisational culture, and provide guidance and support.

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 Controlling: Managers monitor and evaluate the performance of the organisation and its employees.
They use performance metrics and feedback to ensure that goals are being met and to identify areas for
improvement.

5. Explain the difference between efficiency and effectiveness, and provide examples of how a
University of Technology, Jamaica student can apply both to enhance their academic performance.
Effectiveness is the ability to produce a better result, one that delivers more value or achieves a better
outcome whilst Efficiency is the ability to produce an intended result in the way that results in the
least waste of time, effort, and resources.
Efficiency
A Utech student can use a study timetable to allocate specific times for studying, assignments, and
revision. This ensures that they use their study time effectively and avoid procrastination.
Using techniques like the Pomodoro Technique (25 minutes of focused study followed by a 5-minute
break) helps maintain productivity and manage time efficiently.
Effectiveness:
The student should prioritize tasks based on their importance and deadlines. For instance, focusing on
high-impact assignments or preparing for exams with the most weight in their final grade ensures that
they are working on the most critical tasks.
Identifying which subjects or assignments need more attention based on their difficulty and importance
and adjusting the study plan to address these areas effectively.

6. Mr. Tendel, a lecturer at the Utech School of Business Administration, stated that “managers are
people who stand in the way of progress.” Do you agree or disagree with this statement? Provide
reasons and examples to support your position.
I disagree and I agree, managers can either be facilitators or barriers to progress depending on their
approach and the organisational environment.
Effective managers actively contribute to progress by providing direction, resources, and support, while
ineffective ones may impede it through resistance to change, micromanagement, or bureaucratic
obstacles.
Managers who micromanage can stifle creativity and hinder progress by not allowing employees the
autonomy to innovate or make decisions. Example: A manager who insists on approving every minor
detail may delay projects and frustrate team members, ultimately affecting overall productivity and
progress.

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 Managers who are crucial in setting a clear vision and developing strategies to achieve organisational
goals. Helps in translating broad objectives into actionable plans. Example: A manager in a tech
company might oversee the development of a new software product. By creating a roadmap and
allocating resources effectively, they can drive the project forward, facilitating innovation and progress.

7. Dr. Clarke, a college professor stated: "The purpose of a management course is to teach students
about management, not to teach them to be managers." Do you agree or disagree with this
statement? Provide reasons and examples to support your position.
Dr. Clarke's statement that "the purpose of a management course is to teach students about management,
not to teach them to be managers" presents an interesting perspective. There are valid arguments on both
sides of this issue. Here’s a detailed look at the perspectives:
Management courses are designed to provide students with a thorough understanding of management
theories, concepts, and principles. This foundational knowledge is crucial for understanding the field of
management.
Example: Students learn about classical management theories like those of Fayol and Taylor, which
help them grasp the historical and theoretical underpinnings of modern management practices.
Effective management education should not only impart theoretical knowledge but also prepare students
to apply this knowledge in real-world settings. Practical skills are crucial for students to transition from
understanding management concepts to implementing them effectively.
Example: Including simulations, role-playing exercises, and internships in management courses allows
students to practice decision-making, leadership, and problem-solving skills in a controlled environment.

8. Do managerial roles vary depending on the organization or industry? Explain your answer,
providing
examples to illustrate your points.

Managerial roles indeed vary widely depending on the organization and industry. Each context demands
specific skills, focuses, and responsibilities from managers to align with the organisational goals, industry
norms, and operational challenges. Understanding these variations helps managers adapt their approach to fit
their specific environment and effectively contribute to their organisation’s success.

Managers in manufacturing typically concentrate on production efficiency, supply chain management, and
quality control.

Example: A plant manager in a manufacturing facility focuses on optimizing production lines, managing
inventory levels, and maintaining equipment. Their role involves ensuring that production targets are met while
adhering to safety and quality standards.
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 In small organisations, managers often wear multiple hats and are involved in a wide range of activities from
strategic planning to operational tasks.

Example: In a small retail business, a manager might handle everything from staffing and customer service to
inventory management and marketing efforts. The role is often more hands-on and varied compared to larger
organisations.

In organisations with a flat structure, managers often have broader responsibilities and more direct involvement
in decision-making processes.

Example: In a tech start-up with a flat structure, managers might be directly involved in strategic planning,
product development, and team collaboration. They have more autonomy and are expected to contribute to a
wide range of business activities.

Managers in healthcare organisations must navigate complex regulations, compliance issues, and patient care
standards.

Example: A hospital administrator focuses on regulatory compliance, managing healthcare staff, and ensuring
patient care standards are met, along with dealing with insurance and billing processes.

Managers in product-based businesses often concentrate on product development, marketing, and supply chain
management.

Example: A product manager in a consumer goods company focuses on product lifecycle management, market
research, and coordinating with manufacturing and marketing teams to launch new products.

Mini Case
Rajesh, an Indian immigrant, had been striving for a promotion for a long time at the e-commerce fulfillment
center where he worked in rural Alberta, Canada. His job involved operating a forklift and occasionally sorting
packages by hand onto automated conveyor belts. He reported to a fulfillment supervisor, Sarah, who oversaw
the work of several forklift operators and ensured that orders were processed and shipped on time and with
accuracy.

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Rajesh's dedication and hard work finally paid off. Sarah was promoted to a managerial position, and she
recommended Rajesh to take her place as supervisor. He had now been in the role for two weeks, and doubts
were beginning to creep in. He couldn't seem to get his team to work at the pace needed. Order fulfillment
targets were frequently missed, and errors were cropping up in the shipments.

Rajesh was baffled. As a forklift operator, he had always received glowing performance reviews and was known
for his diligence. He couldn't understand why he was struggling as a supervisor.

1. What are some possible explanations for Rajesh's problems in his new role as supervisor at the
fulfillment center?
2. If you were Rajesh's manager, what would you recommend he do to improve his team's performance
and address the issues he's facing?

Multiple Choice: Circle the letter that corresponds with the correct answer.

1. According to Mintzberg, when Mrs. Black, the manager at Grace Jamaica Ltd. attends a
subordinate's wedding she is performing which of these roles?

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 a. Monitoring
b. Figurehead
c. Spokesperson
d. Leader
e. Liaison

2. ____ managers are responsible for departments that perform a single functional task and have
employees with similar training and skills.
a. Top
b. Middle
c. First-line
d. Bottom
e. Functional

3. When senior managers at Grace, Inc. decided to become the number one service-quality clothing
company in the world, they were engaging in the management function of
a. planning.
b. organizing.
c. leading.
d. controlling.
e. dreaming.

4. Taylor White is a general manager. Which of the following best describes her position?
a. She is responsible for several departments that perform different functions.
b. She organizes people across departments to perform a specific task.
c. She is responsible for one specific department (e.g., marketing).
d. She supervises employees with similar training and skills.
e. None of these

5. Marley is the executive director of the local Community for Critters. Her level in the management
hierarchy is that of a(n)
a. first-line manager.
b. middle manager.
c. top manager.
d. consultant.
e. operative.

6. According to the text, what are the skills used by managers when performing the four functions of
management?
a. Conceptual, interpersonal, and organizational
b. Functional, problem-solving, and technical
c. Analytical, interpersonal, and financial

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 d. Conceptual, human, and technical
e. Communication, strategic, and innovative

9. 8.A manager's ____ skill is demonstrated in the way a manager relates to other people.
a. Conceptual
b. Human
c. Technical
d. Leading
e. Controlling

Scenario - Anya Clarke

Anya Clarke's promotion to first-line manager at the Kingston-based bakery happened just six weeks ago. While
her baking skills and experience were top-notch, the transition to management came with a steep learning curve.
One of her biggest hurdles has been coordinating her team's baking schedule with the demands from the front-
of-house staff and the availability of fresh ingredients from local suppliers.

Despite the challenges, Anya finds great satisfaction in setting priorities, developing efficient production
schedules, and ensuring the bakery runs smoothly. Building strong relationships with her team and fostering a

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 positive work environment have also been rewarding experiences. Reflecting on her first six weeks, Anya feels
a sense of accomplishment and is thrilled with her new role.

1. In her job, Anya needs to

a. plan.
b. organize.
c. lead.
d. control.
e. all of these.

2. The managerial skill that is least important at Anya’s middle-level management position is
a. conceptual.
b. human.
c. technical.
d. all skills are vital.
e. none of these skills are important.

3. By maintaining information links, Anya Clarke was exhibiting the interpersonal role of
a. figurehead.
b. leader.
c. liaison.
d. monitor.
e. spokesperson.

4. With setting priorities and setting schedules, Anya was participating in the decisional role of
a. entrepreneur.
b. disturbance handler.
c. disseminator.
d. resource allocator.
e. monitor.

Group Activity

Scenario: Issues with Attendance

You are the newly elected president of the University of Technology, Jamaica's Film Club. The club has
20 members and is responsible for organizing movie screenings, discussions, and workshops related to
film.

Task:

You're facing two main challenges:

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 • Declining Attendance: Attendance at club events has been dropping, and you're worried about
losing members.
• Budget Constraints: The club's budget has been reduced, limiting the activities you can offer.

Your task in groups of 5 is to apply the four functions of management (Planning, Organizing,
Leading, and Controlling) to address these challenges and revitalize the Film Club.

Instructions:

You have 15 minutes in your breakout session to complete the following:

Planning:
• Identify the root causes: Brainstorm possible reasons for the declining attendance (e.g., lack of
interesting events, poor communication, competition from other clubs).
• Set Goals: Define specific, measurable, achievable, relevant, and time-bound goals for
increasing attendance and engagement (e.g., increase average attendance by 15% within the next
semester).
• Develop Strategies: Come up with creative and cost-effective ideas to attract members and
boost participation (e.g., theme nights, guest speakers, collaborations with other clubs).
• Create an action plan: Outline the steps you'll take to implement your strategies, including
timelines and responsible parties.

Organizing:
• Delegate tasks and responsibilities: Assign specific roles to club members based on their
interests and skills (e.g., event planning, marketing, social media management).
• Create a communication plan: Establish clear channels for communication within the club,
ensuring everyone is informed and involved.
• Set up a system for tracking expenses and managing the budget effectively.

Leading:
• Communicate your vision: Share your plans with the club members and get them excited about
the future of the Film Club.
• Motivate and inspire: Create a positive and inclusive atmosphere where everyone feels valued
and encouraged to participate.
• Lead by example: Show enthusiasm and dedication to the club's success.
• Address any conflicts or issues that may arise within the club in a constructive and timely
manner
Controlling:
• Monitor progress: Regularly track attendance at events, social media engagement, and other
relevant metrics.
• Evaluate effectiveness: Assess whether your strategies are working and adjust as needed
• Seek feedback: Gather input from club members on what's working well and what could be
improved.

Create a Presentation (5 minutes) to be done in class:

• Briefly introduce the Film Club and the challenges it's facing

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 • Present your goals and strategies for addressing these challenges
• Explain how you will implement your plans using the four functions of management
• Highlight the specific roles and responsibilities of club members
• Describe how you will monitor progress and adjust as needed

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