Fundamentals of Management

BBA - 2009
Salmaan Rahman
Lecture 1
Introduction to Management
Chapters 1 & 2
Who are Managers?
• Definition becomes more difficult with time
• Organizations and the business world keeps evolving
• Roles change with time
• At its simplest, companies employ two categories of
people:
– Non-managerial employees
– Managerial employees
• What separates managerial employees from other
employees?
Managers:
• Managers can be defined through
– Roles
– Functions
– Skill
– Authority

• At its simplest:
– Non-managerial employees work directly on a task or job.
– Managers are those figures to whom non-managerial
employees report to
So. . . a manager is:
• Someone who works with and through other
people to coordinate and integrate work
activities in order to accomplish organizational
goals.
– Entire organization, a department, a team, or a
single person
Managers: classification
• Firstline
– Lowest Level
– manage the work of non-managerial employees directly (supervisors,
shift managers, foremen, etc
• Middle
– All levels between firstline and top management
– Manage the work of firstline managers
– Regional, project leader, plant manager, division manager
• Top
– Executive vice president, president, CEO, Chairman
– Responsible for making strategic decisions, setting goals, and plans
that affect entire organization
Managerial Levels

Exhibit 1.1
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1–6
rights reserved.
What is Management?
• At its simplest:
– Management is what managers do

• Management is the coordinating of work activities so that they are

completed efficiently and effectively

• Efficiency: getting the most output from the least amount of imputs
(doing things right)
• Effectiveness: doing those work activities that meet organizational goals
(doing the right things)

• Successful organizations are those who combine high effectiveness with

high efficiency.
What do Managers do?
• No two jobs are alike!

• Three basic categorization schemes:

– Functions
– Roles
– Skills
Management functions:
• Planning
• Four functions – Defining goals, strategy, plans

– Planning • Organizing
– What needs to be done, who

– Organizing does it, how it will be done,

when
• Leading
– Leading – Directing and motivating all
parties, resolving conflicts
– Controlling • Controlling
– Monitoring activities to
»Henri Fayol ensure goals are reached.
Management Functions

Exhibit 1.3
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1–10
rights reserved.
Management Roles
• Interpersonal Roles
– Figurehead, leader, Liaison
– Involve people
• Informational Roles
– Monitor, disseminator, spokesperson
– Involves information – receiving, collecting and
disseminating
• Decisional Roles
– Entrepreneur, disturbance handler, allocator, negotiator
– Involves making choices
» Henry Mintzberg
Management Skills
• Managers jobs are varied and complex
• Managers require skills to perform the duties
and activities required of them
– Technical Skills
– Human Skills
– Conceptual Skills
» Robert L. Katz
Conceptual Skills
• Using information to solve business problems
• Identifying opportunities for innovation
• Recognizing problem areas and implementing
solutions
• Selecting critical information from masses of data
• Understanding of business uses of technology
• Understanding of organization’s business model

Exhibit 1.6a
1–13
Interpersonal (Human) Skills
• Coaching and mentoring skills
• Diversity skills: working with diverse people
and cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and
commitment
Skills Needed at Different Management Levels

Exhibit 1.5
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1–15
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Communication Skills
• Ability to transform ideas into words and
actions
• Credibility among colleagues, peers, and
subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic
formats
Effectiveness Skills
• The ability to fulfill corporate mission, departmental
objectives
• Customer focus
• Multitasking: working at multiple tasks in parallel
• Negotiating skills
• Project management
• Review operations and implementing improvements
• Set and maintain performance standards
• Set priorities for attention and activity
• Time management
Management Skills and Management Function Matrix

Exhibit 1.7
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1–18
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 Why Study Management?
• The Value of Studying Management
– The universality of management
• Good management is needed in all organizations.
– The reality of work
• Employees either manage or are managed.
– Rewards and challenges of being a manager
• Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
• Successful managers receive significant monetary
rewards for their efforts.
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rights reserved.