Introduction to

Management
The Manager’s Job
In this lesson, you will learn
•Who is a manager
•Types of manager
•The process of management
•The four managerial functions
•The seventeen managerial Roles
•Five key Managerial skills
•The evolution of management thought
Management..
 Management is a universal phenomenon. It is a very popular and widely used term.
All organizations - business, political, cultural or social are involved in management
because it is the management which helps and directs the various efforts towards a
definite purpose.

The term Management refers to the process of using organizational resources to

achieve organizational objectives through the functions of planning,organizing, and
staffing, leading, and controlling.
 “Management is an art of getting things done through and with the 2 people in
formally organized groups. It is an art of creating an environment in which people can
perform and individuals and can co-operate towards attainment of group goals”

-Harold Koontz

“Management is an art of knowing what to do, when to do and see that it is done in the
best and cheapest way”.
-F.W. Taylor
Who is a manager?
•Is a person responsible for the work performance of group
members.
•A manager holds the formal authority to commit organizational
resources, even if the approval of the others are required.
•The term Management is also used as a label for a specific
discipline , for the people who manage, and for a career choice.
For example..
The manager of Jackson-Hewitt income and tax
financial service outlet has the authority to order for the
repainting of the reception area. The income tax and
financial services specialist reporting to that manager,
however, Do not have that authority.
Level of management
•Another way of understanding the nature of the
manager’s job is to examine the three levels of
management. The pyramid illustrates progressively
fewer employees to each higher managerial level.
•The largest number of people is at the bottom
organizational level.
 Top-level managers

Mid-level managers

First- level managers

Individual contributors
(Operatives and Specialist)
Top-level managers
•C- level manager is the recent term used to describe a top-level
manager; these managers usually have the word “chief” in their title,
such as “chief operating officer”.
•Top-level managers are empowered to make major decisions affecting
the present and future of the firm.
•Only a top-level manager for example , would have the authority to
purchase another company, initiate a new product line, or hire hundreds
of employees.
•Top- level managers are the people who give the organization its general
diretion
Middle- level managers
•Are managers that are neither nor first-level supervisors, but
who serves a link between two groups.
•Middle –level managers conducts most of the coordination
activities within the firm, they are responsible for implementing
programs and policies formulated by the top-level
management.
•Other important tasks includes helping the company undertake
profitable new venture and finding creative ways to reach goals.
First-level manager
•Managers who supervise operatives.
•Historically ,first- level managers are promoted from
production or clerical (now called staff support) positions
into supervising positions.
•Many of today’s first-level managers are career school
graduates and four-year college graduates who are
familiar with modern managements techniques.
Types of Manager
•General and Functional managers
•Administrators
•Entrepreneurs and Small-time business
Owners
•Team leaders
General and Functional managers
•General managers : are responsible for the work of several
different groups that perform a variety of functions. Reporting to
the plant general manager are various departments engaged in
both specialized and generalized work such as manufacturing ,
engineering, labor relations, quality control, safety, and
information systems.

•Functional managers : Supervise the work of employees engaged

in specialized activities such as accounting, engineering,
information systems, food preparation, marketing, and sales.
Administrations
•Typically a manager who works in a public (government) or non profit
organization, including educational institutions, rather than in a business
firm.
•Among these managerial positions are hospital administrator and
housing administrator.
•Managers in all types of educational institutions are referred to as
administrators.
•An employee is not and administrator in the managerial sense unless
he/she supervises others.
Entrepreneurs and small-Business Owners
Entrepreneur: is a person who founds and operates an innovative
business. After the entrepreneur develops the business into something
bigger than he/she can handle alone or with the help of only a few
people , that person becomes a General manager.
You need and innovative idea to fit the strict definition of an
entrepreneur , like running a franchise that sells sub sandwiches does not
make a person an entrepreneur.
Also, an entrepreneur may found a business that like that becomes to big
it is no longer a small business.
•Small business entrepreneur typically invest
considerable emotional and physical energy into their
firms. Similar to entrepreneur , the owner and operator
of a small business becomes a manager when the firm
grows to include several employees.
•Major characteristics of both entrepreneurs and small-
business owners is their passion for the work. The type
that are usually have a single-minded drive to solve a
problem.
3 roles or activities within entrepreneurial work that arouse
passion…

1. Opportunity recognition, the inventor role

2. Venture creation, the founder role
3. Venture growth, the developer role
Team leaders
A manager in such a position coordinates the work of a small group of people while
acting as the facilitator or catalyst.
Team leaders are found at several organizational levels and are sometimes referred to
as “project manager”, “program manager”, “process manager”, and task “force
leaders”.
Note that the term “team” could also refer to an executive team, yet a top executive
almost never carries the title team leader.
Process of Management
Process is a series of actions that achieves something– making a profit or
providing a service.
for example..
To achieve an objective, the manager uses resources and carries out
four managerial fuctions.
These functions are Planning, organizing, staffing, leading, and controlling.
 Planning Organizing and Leading Controlling
Staffing
Human
Resources

Financial
Resources

manager Goals
Physical
Resources

Information
Resources

Managerial Functions
Planning
•Setting goals and figuring out ways of reaching them
•Considered as central function of management, pervades everything the
manager does.
•The importance of planning expands as it contributes heavily to
performing the other management functions
Example: managers must make plans to do an effective job of staffing the organization.
• Planning is also part of marketing.
Example: cereal maker company established plans to diversify further into snack-food
business to reach its goals of expanding market share.
Organizing and Staffing
•The process of making sure the necessary human and physical resources
are available to carry out a plan and achieve organizational goals.
•Also involves assigning activities , dividing work into specific jobs and
tasks, and specifying who has the authority to accomplish certain tasks
•Staffing function ensures the availability of necessary human resources
that it is such a major activity that is sometimes classified as a function
separate from organazing.
Leading
•Influencing others to achieve organizational objectives .
•It involves energizing, directing, persuading others, and creating a vision.
•Involves dozens of interpersonal processes.
Motivating, communicating, coaching, and showing them how to reach their goals.
• leadership aspects focuses on inspiring people and bringing about
change, whereas the other 3 functions focus more on maintaining a
stable system.
• The leader also executes the visions and other ideas for change he/she
formulates.
17 managerial roles
Role, in the business context , is an expected set of activities or behaviors stemming
from a job.