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Chapter 3 Nature of Management

The document defines management and different types of managers. It discusses that managers coordinate work activities to accomplish organizational goals efficiently and effectively. Managers are classified based on their level in the organization - first-line managers supervise operational employees, middle managers oversee first-line managers, and top managers make high-level decisions. The management process involves planning, organizing, leading, and controlling work. Managers also fulfill interpersonal, informational, and decisional roles in areas like monitoring information, allocating resources, and handling disturbances. Technical, human, and conceptual skills are important for managers at different levels.

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105 views28 pages

Chapter 3 Nature of Management

The document defines management and different types of managers. It discusses that managers coordinate work activities to accomplish organizational goals efficiently and effectively. Managers are classified based on their level in the organization - first-line managers supervise operational employees, middle managers oversee first-line managers, and top managers make high-level decisions. The management process involves planning, organizing, leading, and controlling work. Managers also fulfill interpersonal, informational, and decisional roles in areas like monitoring information, allocating resources, and handling disturbances. Technical, human, and conceptual skills are important for managers at different levels.

Uploaded by

lck91
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Nature of Management

Chapter 3 L Khoo (Aug 2008) 1


Manager
 Someone who works with and through
other people by coordinating their activities
in order to accomplish organisational
goals.

 May have other work duties not related to


coordinating and integrating the work of
others.
L Khoo (Aug 2008) 2
Classifications of Managers – in a traditionally
structured organisation (pyramid shape)

First-line managers

 Managers at the lowest level of organisation who


manage the work of non-managerial employees
who are involved with the production or creation
of the organisation’s product.

Supervisors, line managers, office managers or


foremen.
L Khoo (Aug 2008) 3
Middle managers

 Managers between the first-line level and


the top level of the organisation who
manage the work of first-line managers.

department head, plant manager or


division manager.
L Khoo (Aug 2008) 4
Top managers

 Managers at or near top level of the organisation


who are responsible for making organisation-
wide decisions and establishing the goals and
plans that affect the entire organisation.

executive vice president, president, managing


director, chief operating officer, chief executive
officer or chairman.

L Khoo (Aug 2008) 5


Management

 The process of coordinating work activities


so that they are completed efficiently and
effectively with and through other people.

L Khoo (Aug 2008) 6


Efficiency

 Getting the most output from the least


amount of inputs such as people, money
and equipment.

 Doing things right

L Khoo (Aug 2008) 7


Effectiveness

 Completing activities so that organisational


goals are attained.

 Doing the right things.

L Khoo (Aug 2008) 8


Management Functions
 Planning
Defining goals, establishing strategy, and
developing sub-plans to coordinate
activities.

 Organising
Determining what needs to be done, how it
will be done, and who is to do it.
L Khoo (Aug 2008) 9
 Leading
Directing and motivating all involved
parties and resolving conflicts.

 Controlling
Monitoring activities should lead to
Achieving the Organisation’s Stated
Purpose!!

L Khoo (Aug 2008) 10


Management Process

 The set of ongoing decisions and work


activities in which managers engage as
they plan, organise lead and control.

L Khoo (Aug 2008) 11


Mintzberg’s Management Roles
- specific categories of managerial behaviour

 Interpersonal roles
Managerial roles that involve people and other
duties that are ceremonial and symbolic in nature.

 Informational roles
Managerial roles that involve receiving, collecting
and disseminating information.

 Decisional roles
Managerial roles that involve around making
decision.
L Khoo (Aug 2008) 12
Interpersonal Roles

 Figurehead :

Symbolic head : obliged to perform a


number of routine of a legal or social
nature.

E.g. Greeting visitors, signing legal


documents.
L Khoo (Aug 2008) 13
Interpersonal Roles

 Leader :

Responsible for motivation of subordinates,


responsible for staffing, training and
associated duties.

E.g. performing virtually all activities that


involve subordinates.
L Khoo (Aug 2008) 14
Interpersonal Roles

 Liason :

Maintains self-developed network of


outside contacts and informers who provide
favors and information.

E.g. acknowledging mail, doing external


board work, performing other activities that
involve outsiders.
L Khoo (Aug 2008) 15
Informative Roles

 Monitor :

Seeks and recieves wide variety of internal


and external information to develop
thorough understanding or organisation
and environment

E.g. reading periodicals and reports,


maintaining personal contacts.
L Khoo (Aug 2008) 16
Informative Roles

 Disseminator :

Transmits information received from


outsiders or from subordinates to members
of the organisation.

E.g Holding informational meeting, making


phone calls to relay information.
L Khoo (Aug 2008) 17
Informative Roles

 Spokesperson :

Transmits information to outsiders on


organisation’s plan, policies, actions,
results and etc.

E.g. holding board meetings, giving


information to the media.
L Khoo (Aug 2008) 18
Decisional Roles

 Entrepreneur :

Searches organisation and its environment


for opportunities and initial “improvement
projects” to bring about changes.

E.g. Organising strategy and review


sessions to develop new programs.
L Khoo (Aug 2008) 19
Decisional Roles

 Disturbance handler :

Responsible for corrective action when


organisation faces important, unexpected
disturbances.

E.g. Organising strategy and review


sessions that involve disturbances and
crises.
L Khoo (Aug 2008) 20
Decisional Roles

 Resource allocator :

Responsible for the allocation of organizational


resources of all kinds – making approving all
significant organizational decisions.

E.g. Scheduling, requesting authorization,


performing any activity that involves budgeting
and the programming of subordinates’ work.
L Khoo (Aug 2008) 21
Decisional Roles

 Negotiator :

Responsible for representing the


organisation at major negotiations.

E.g. participating in union contract


negotiations.

L Khoo (Aug 2008) 22


Management Skills

 Technical skills
Knowledge of and proficiency in a
specialized field.

i.e. engineering, computers, accounting or


manufacturing.

L Khoo (Aug 2008) 23


Management Skills

 Human skills
The ability to work well with other people
individually and in group.

i.e. how to communicate, motivate, lead


and inspire enthusiasm and trust.

L Khoo (Aug 2008) 24


Management Skills

 Conceptual skills
The ability to think and to conceptualize
about abstract and complex situations.

i.e. able to see the organisation as a


whole, understand the relationships
among various sub-units, and visualize
how the organisation fits into its broader
environment.
L Khoo (Aug 2008) 25
The emphasis that managers
give to the various roles change
with their organisational level

 the roles of disseminator, figurehead, negotiator,


liason and spokesperson are more important at
higher levels of the organisation, whereas the
leader role is more important for lower-lovel
managers.

L Khoo (Aug 2008) 26


Top Management

Conceptual
Skills

Human Skills

Technical
Skills
Low
L Khoo (Aug 2008) 27
TUTORIAL

Q1. Why is management important?

Q2. What are the three elements involved in


organising?

Q3. What are the elements of controlling?

L Khoo (Aug 2008) 28

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