Introduction to

Management
CHAPTER ONE:

OVERVIEW OF MANAGEMENT

By: yabsiel g. ( BSc, BA, MBA……..)

 Meaning & Definitions
• The word management is derived originally from the Italian
word Maneggiare, which means to handle.
• It is difficult to give precise definition of the term management.
Different scholars from different discipline view and interpret
management from their own angle. The economist consider
management as resource like land, labour … the bureaucrat
look up on it as system of authority, the sociologist consider
managers as part of the class elite in the society.
• Some common definition of management are
• Management is the art of getting things done through others
by making the environment conductive for others
• It is a process of attaining organizational goal in an effective
and efficient manner through the five basic managerial function
( pllaning, organizing, staffing, leading and controlling.
 Meaning & Definitions

Management can be seen as

As an activity: it is an activity wherein
managers do to achieve the objective
Process: it involves a serious of interrelated
functions. These includes planning, organizing,
staffing, leading and controlling
Economic resource: like land, labour
management is an important factor of
production.
Team: management contain those who have the responsibility
and coordinating the effects of other persons.
Academic discipline: it comprises principles and
practices for effective management of
organization.
• Efficiency: • Effectiveness :
- Is getting high out put or • Is providing the right
the same amount of output product for the right
at the same amount of input person or customer
or lower input, respectively.
• Is maximizing the
• Is doing the right things
organization’s productivity at reasonable cost
by wise utilization of scarce (efficiently)
resources. • Determine the success of
• Is spending less &
the organization b/c it is
acquiring more by
minimizing cost doing the right things
• is concerned with cost
reduction
• Is doing things right
• Effective– Adequate to accomplish a purpose; producing the intended or expected
result.
• Efficient – Performing or functioning in the best possible manner with the least waste
of time and effort.
• The difference between effectiveness and efficiency can be summed up shortly,
sweetly and succinctly – Being effective is about doing the right things, while being
efficient is about doing things right.
 Significances Of Management

• It is used to allocate, coordinate and use resources

accordingly
• It is used to set and attain organizational goals
• It determines success or failure of an organization –be it
survival, growth and expansion
• It helps an organization adapt to its external environment
• It is used to manage and direct complex behavior of people
at work places
• As 'a brain' of an organization therefore, management
gives direction not only to each sections of but also to the
entire organization as well .
 Managerial Functions
Controllin Plannin
g g
Organizing

To achieve its
organizational
goals, manager at
all levels in any
organization
perform five basic
functions: Staffing
Directin
g/
Leading
 g Organizing
• Is the first function • Is the process of
that all managers delegating and
engage in because it coordination tasks and
lays the ground work resources to achieve
for all other functions. objectives.
• Is the process that • Includes grouping of
similar tasks together
managers use to
to create departments.
identify and select
appropriate goals and
• Is process of
delegating authority to
alternative ways of
the job holder and
attaining them.
making the workers
• Is a process of responsible and
allocating and using accountable for the
organizational results of their work.
resources
 Staffi ng Directing /Leading
• It involves: acquiring, • Involves influencing and
developing and motivation employees in
maintaining human one or an other ways to
resource which is needed make them implement
to attain objectives set in their job assignments
planning. willingly.
• It is the process of; • Aims at getting the
o recruiting potential
members of the
candidates for the job, organization to move in
o reviewing the the direction that will
applicant's documents, achieve its objectives.
and
o trying to match the job
demand with
candidates' abilities.
 Controlling
Controlling involves:
• Setting of standard against which work progress is
measured.
• Measuring actual performance
• Comparing actual performance against the standard.
• Identifying and initially examining causes of deviations
between the standard and the actual performance
• Taking corrective actions to eliminate causes of unfavorable
deviations.
• All the above functions are performed by all types of
managers but with different degree of considerations.
 Nature & Characteristics of
Management
• Management is Goal-Oriented:- the success of management is
measured by the extent to which the established goals are
achieved. Thus, management is purposeful.
• Management is Universal:- management is an essential element of
every organization irrespective of the size or type of activity.
• Management is Multi-disciplinary:- management techniques,
principles and theories are drawn from other disciplines such as
engineering, anthropology, sociology and psychology. It depends
upon wide knowledge and practices derived from various
disciplines.
• Management is situational:- there is no best way of doing things.
The application of knowledge to realistic in order to attain result.
Keep eyes on situation since management is situational or
contingent.
 Nature & Characteristics of
Management
• Management is a continuous process:- Management is ongoing
process and is also never a never ending process.
• Management is intangible force:- It can’t been seen, but its
presence can be felt in the form of results in every types of
organization.
• Management is an integrative force:- the essence of management
lies in the integration of human and other resource to achieve the
stated objectives.
• Management is a sciences or an art:- management has a
systematics body of knowledge as well as practical application of
such knowledge. Management consists of well-defined concepts,
principles and techniques which have wide application. So, it is
treated as science. The application of these concepts and practices
 Levels Of Management
• Levels are Hierarchical arrangement of managerial positions in an
organization.
• There are three managerial levels
 top level management,

 middle level management, and

 firs level or operating level management.

In most organizations, the number of managers at each level is such that

hierarchal resembles a pyramid, with many more first level manager, fewer
middle managers, and fewest manager at the top level. As one move moves
upward in the organization, the managerial position plays an important role,
larger contribution, greater authority, and higher the responsibility.
 Top Level Management
• Consists of highest rank managers of an organization with
different titles such as managing director, CEO, president, vice
president,
• The top level managers are accountable to the owner and
focuses on managing the entire organization or major parts of
it.
• The major functions of top level management are:
 To decide corporate goals
To select key officials and executives for the company.
To decide structure of organization, create various position
there in
Deal with external bodies such as government officials, and
other stake holders of an organization.
To make decision regarding dividend and retained of profit
 Middle Level Management
• Consists of managers below rank of vice president but above supervisory
managers.
• Most common example are Branch mangers and departmental manager.
Middle level managers are mainly concerned with the overall functioning
of their respective department.
Perform functions like
• Acting as intermediary between top management and operating level
management.
• Establish departmental goals and the way to achieve.
• Translating long term plans to top management into medium range plans.
• Developing specific targets in their areas of responsibility.
• Coordinating inputs, productivity and out puts of operating level
managements.
• Achieving objectives set by top level management.
• To issue detailed orders and instructions to lower level managers and
coordinate the activities of various work units at lower level.
 Operating/First Level
Management
• Also called lower level management or supervisory manager because it is mainly
with personal oversight and direction of operative employees. Subordinates are
non management workers or operating employees.
• The typical titles in this level are: office manager, crew leaders’, supervisor,
factory supervisory, superintendents, foremen, sales supervisor, account officer
etc.
Perform functions like;
• Planning daily and weekly activities and accomplishment based on the monthly,
quarterly, and yearly plans.
• Assigning operating employees to specific tasks.
• Issuing instructions at the work place.
• Following up, motivating and evaluating workers and reporting to their superiors.
• Sending reports and statements to higher authorities.
• Communicating the grievances and suggestion of workers to higher authorities.
Managerial Roles, and Skills

Managerial Roles
• Role is an organized set of behaviors.
• According to Henry Mintzberg, there are about 10
roles identified that managers undertake to
accomplish management functions (planning,
Organizing, leading, and controlling).
• These ten roles are classified in to three major
categories:
1. Interpersonal role
2. Informational role
3. Decisional role
 Interpersonal Role

• When managers play interpersonal roles, they use their

human and communication management skills as they perform
the necessary management function.
• It includes:
a. Figure head role
b. Leader role
c. Liaison role
  Figure Head Role
• Here managers represent the organization or department in
ceremonial and symbolic activities, such as greeting a visitor.
• It is the most basic and the simplest of all managerial roles.

Leader Role
• Here, managers are assumed as leaders when they influence,
initiate and motivate the subordinates so that the
subordinates achieve organizational goals ; train, counsel,
and communicate with people.
Liaison Role
• Refers to dealing with people out side the organization,
such as clients, government officials, customers, and
suppliers
• Refers to dealing with managers in other departments,
staff specialists, and other departments' employees
• Here, a manager seeks support from people who can affect
the department's and organization's success.
 Informational Role

• When managers play informational roles they build

net works of contacts for sharing information with
others.
• It includes:
a.Monitor role
b.Disseminator role
c. Spokesperson role
Monitor Role
• Here, managers play monitor role when they read and talk to
others to receive information.
• Involves seeking out, receiving and screening information.
• Involves scanning of the environment.
 Disseminator Role
• In this role, managers share information with subordinates
and other members of the organization.
• Managers play disseminator role when they send information
to others with in the organization.
 Spokesperson Role
• Is a case when managers play spokesperson role when they
provide information to people out side the organization.
 Decisional Role
• When managers play decisional role they use their
conceptual and decision-making management skills.

• It consists:

a.Entrepreneur role
b.Disturbance handler role
c. Resource allocator role
d.Negotiator role
o Entrepreneur Role
• Is the role of managers which focuses on innovation and initiation
of improvements by managers.
– May include such activities as initiating new projects, launch
survey, test new markets etc.

o Disturbance handler role

• Here, managers play this role when dealing with problems and
changes; and when they take corrective actions during disputes
or crisis situation.
o Resource Allocator Role
• In this case managers play recourse allocator role when
they schedule, request authorization and perform
budgeting and programming activities.
• Is a case when a manager determines who in the work
unit gets what resources money, facilities, and
equipment.
o Negotiator Role
• Is role in which managers work with suppliers,
distributor, and labor unions to reach on agreements
about the quality and price of inputs, technical and
human resource, work with other organizations to
establish agreements to pool resources to work on joint
projects.
• N.B: Negotiations are an integral part of managers' job
 Essential Management Skills
Skills is ability to do somethings expertly and well. Managerial skills are acquired through
education and experience. There are three principal skills these are:

Technical Skills-The ability to apply specialized knowledge or expertise.

Human Skills- The ability to work with, understand, and motivate other people, both
individually and in groups. It focus on working with people.

Conceptual Skills-Conceptual skill involves the ability to view the organization as whole and
recognize its relationship to large environment or business world. It is the mental ability to
analyze and diagnose complex situations
• All manager need techniques, human and conceptual skills. However, the need for these skills
varies with the level of management.
• Conceptual skills are more needed by top-level managers.
• Human skills are uniformly at three levels of management.
• Technical skills are needed greatly by first line managers.
 Checklist
• Understand the meaning of
Ca management
• Identify basic managerial function
n • Understand managerial level
yo • Explain managerial role and skills
• Understand nature and characterises of
u management
… • Understand management as sciences
…. and art…..
 Beginning
of chapter
Ending of 2
Chapter 1